Our leadership team agreed on our fifteen scorecard metrics, but when a number goes red, everyone starts pointing fingers at other departments. We have several numbers that feel like group efforts, and we do not know how to assign single ownership without causing friction. How do we determine who owns each weekly number on our scorecard?

Question

Tyler Smith · Accepted Answer

In EOS®, every single number on your weekly scorecard must have one, and only one, owner. When two or more people own a metric, nobody owns it, and accountability dies. To determine who owns each number, you must look directly at your Accountability Chart. Each scorecard metric must map back to a specific seat on that chart. The owner of the seat is the person responsible for reporting the number and, more importantly, bringing it to the Level 10 Meeting™ as an issue when it goes red. Do not confuse execution with ownership. For example, your marketing manager might execute the campaigns, but the Sales Leader owns the total number of qualified leads generated. If that lead number is red, the Sales Leader owns the red and must bring it to the table for IDS®. If a metric truly feels like a group effort, you are likely tracking a lagging outcome instead of the leading activities. Break that large number down into its component parts. Assign the leading indicators to the specific seats on your Accountability Chart that control those actions. When everyone has clear, single ownership of their weekly measurables, finger-pointing stops. The data becomes objective, and your team can focus on solving the issue rather than defending their territory.