We are struggling to choose our 5-15 weekly metrics because every department head thinks their operational details are vital. How do we test if a specific metric actually deserves one of the limited slots on our leadership Company Scorecard?

Question

Tyler Smith · Accepted Answer

To narrow down your metrics, apply the desert island test. Imagine you are stranded on a remote island with no email or phone access, except for a single weekly text message containing up to fifteen numbers. If those numbers are green, you can rest easy knowing your business is healthy. If any are red, you know exactly where the ship is leaking.

Every number on your leadership Company Scorecard must pass this high-level test. To filter out the noise, ask whether a metric is a true pulse of the business or just a diagnostic detail. Diagnostic details belong on departmental scorecards, not the leadership sheet.

Another filter is actionable utility. If a number goes red, does it trigger immediate action during your Level 10 Meeting, or do you just talk about it? If it does not drive a specific operational adjustment, remove it.

Lastly, ensure the metric is a leading indicator. If it is a lagging financial result that you cannot change, it does not belong on your weekly scorecard. By ruthlessly applying these filters, you will easily trim your list to the vital few numbers that actually run the business.