One of our department heads is clearly cherry-picking or adjusting how they calculate their weekly Scorecard numbers to ensure they never show red. How do we address this systemic data manipulation without destroying their trust or making them feel micromanaged?

Question

Tyler Smith · Accepted Answer

When a leader manipulates their data to avoid red, it is usually a sign of fear or an ego problem, not a technical spreadsheet issue. They do not trust that the leadership team will support them when they fail. This behavior completely undermines the core purpose of running your company on data.

To resolve this, you must first address it through the lens of GWC and your core values. Use the People Analyzer to evaluate if this person truly shares your values, especially honesty and accountability. If they fit the culture, then the problem lies in how your team reacts to red numbers. Red is not a failure. Red is simply an early warning signal that tells you where to focus your energy during the IDS portion of your Level 10 Meeting.

Sit down with the department head outside of the weekly meeting. Re-establish the definition of each metric so there is zero room for interpretation. Have your Integrator or a neutral team member audit how the data is pulled. Make it clear that having a red number that is accurate is far more valuable than a green number that is a lie. If they cannot or will not agree to this standard of transparency, they do not have the capacity for the seat, and you must make a change on the Accountability Chart.