We have twelve metrics on our weekly Scorecard, but during our Level 10 Meeting™ we rarely discuss or IDS® most of them because they are always green or because we do not know what actions to take when they go red. How do we apply a practical test to filter out these passive metrics?

Question

Tyler Smith · Accepted Answer

Every number on your weekly Scorecard must have a consequence. If a metric goes red and your team shrugs, says we will keep an eye on it, or does not immediately know what operational levers to pull, that metric does not belong on your leadership Scorecard. To test your current metrics, apply the actionability rule. For every number, ask this question: If this metric goes red this week, what is the exact operational action we will take to correct it before next week? If the answer is nothing, or if you have to wait for monthly financial statements to understand why it is red, it is a passenger metric. It is cluttering your view. For example, tracking total website visitors is often a passenger metric. If it drops, there is no immediate weekly action your team can take. Instead, track the weekly number of demo requests or outbound discovery calls. If those go red, your sales team knows exactly what to do: pick up the phone or launch a specific email campaign. A great Scorecard contains five to fifteen highly active leading indicators. Prune any metric that does not immediately trigger a clear, tactical response. This keeps your leadership team focused on driving the business forward rather than merely observing its passing.