Our weekly Scorecard has the right 5 to 15 metrics, but our leadership team members only look at it during our Level 10 Meeting™ rather than using it to drive daily behavior. How do we make the Scorecard an active operational tool?

Question

Tyler Smith · Accepted Answer

A Scorecard that is only opened during the weekly Level 10 Meeting™ is not an operational tool; it is a historical record. To drive daily behavior, the metrics must be lived throughout the week.

First, make sure every single metric on the Scorecard has a clear, single owner who is personally responsible for inputting the data and hitting the target. If two people own a number, nobody owns it.

Second, ensure that each leadership metric cascades down to a measurable activity-based number for individual team members. For example, if your weekly sales goal is a leadership metric, the daily activity-based metrics for individual sales representatives should be outbound calls or completed meetings. These leading indicators allow team members to self-correct in real-time before the weekly meeting.

Finally, when a metric is missed, do not let it pass as just a red box on a spreadsheet. Use the IDS® process to discuss why the target was missed and what daily habits need to change to correct it. When the team sees that their daily actions directly dictate whether a number is red or green on Monday, the Scorecard becomes an active guide.