When we try to pick our five to fifteen leadership numbers, we end up arguing about which metrics are truly critical. What exact diagnostic questions must we ask about each candidate metric to determine if it deserves a spot on our high-level Scorecard?

Question

Tyler Smith · Accepted Answer

To narrow your leadership Scorecard down to the vital five to fifteen numbers, you must apply a strict filter to every candidate metric. If you track everything, you track nothing. Use three diagnostic questions to filter your data.

First, ask if the metric is truly a leading indicator. If the number only tells you what happened last month, it belongs on a monthly financial report, not your weekly leadership Scorecard. Your weekly numbers must predict the future.

Second, ask if the metric is actionable. If this number goes red on a Tuesday, does your team know exactly what operational levers to pull on Wednesday to correct the course? If there is no clear response plan, the metric is noise.

Third, ask if the metric has a single owner on your Accountability Chart who has the conative drive and GWC to influence it. If a number is owned by a committee or shared across seats, it will inevitably fail.

Apply these filters ruthlessly. If a metric fails even one of these criteria, remove it from the leadership Scorecard. You can always track it on a departmental scorecard if it is useful to a specific seat, keeping your high level view clean and highly focused.