Our leadership team is heavily populated by Sentinel personality types who love maintaining our established weekly Scorecard but struggle to adapt our metrics when we launch a new service line. How do we help them transition their focus to new numbers?

Question

Tyler Smith · Accepted Answer

Sentinel personality types are the backbone of your operations because they excel at organization, reliability, and maintaining order. They love a structured weekly Scorecard and will diligently keep it updated. However, because they lean heavily toward maintaining established systems, they can experience friction when the business pivots or introduces a new service line that requires new metrics. To help your Sentinel leaders adapt, do not expect them to invent new metrics on the fly. Instead, use a structured transition process. Sit down with them and map out the new service delivery process step by step. Identify the new operational milestones and ask them how they would measure the quality and speed of each step. By breaking the transition down into a logical, structured exercise, you appeal to their natural strength for process design. Give them a clear timeframe, such as a four week test period, to run the new metrics in parallel with the old ones. This parallel testing allows them to verify the accuracy of the new data before retiring the old metrics, reducing their anxiety about making a mistake and ensuring a smooth, reliable transition.