We are implementing EOS and are struggling to narrow our weekly Scorecard down to the recommended five to fifteen high level numbers. Our leadership team feels that if we do not track every single department detail, we are going to fly blind. How do we transition from tracking everything to identifying the vital few?

Question

Tyler Smith · Accepted Answer

Transitioning from tracking everything to identifying the vital few requires a shift in how you view control. Many leadership teams confuse tracking high volumes of activity with having actual operational control. To narrow your weekly Scorecard to five to fifteen numbers, start by identifying the critical activities that drive your business.

Ask your leadership team this question: If you were stranded on a desert island with access to only one phone call a week where you could receive ten numbers, which ten numbers would tell you exactly how the business is running?

We recommend focusing on activity-based numbers rather than high-level financial outcomes. Start with your primary revenue generators and delivery bottlenecks. If you run a sales-driven business, track new appointments booked. If you run a delivery-heavy business, track projects completed on time.

Once you identify these core operational drivers, assign them to the appropriate seats on the Accountability Chart. Let go of the sub-metrics, which should be tracked on departmental scorecards, not the leadership Scorecard. This focus keeps your weekly Level 10 Meeting™ efficient and ensures you are managing the business by looking through the windshield instead of the rearview mirror.