We are struggling to set the right weekly targets for our scorecard metrics. Either the targets are set so high that the team gives up, or they are set so low that green becomes meaningless. How do we find the sweet spot?

Question

Tyler Smith · Accepted Answer

Setting targets on your weekly scorecard is an ongoing process of calibration, not a one time event. If your targets are unrealistic, your team will stop looking at the scorecard entirely. If they are too easy, you are cultivating mediocrity.

To find the sweet spot, you must base your targets on historical baseline data and your overall goals in your V/TO. Do not pull numbers out of thin air. Look at your average performance over the last twelve weeks. That average is your starting baseline.

Once you have your baseline, set your target slightly above it, representing a reasonable but challenging standard of execution. A good weekly target should require focus and effort to hit, but it must be mathematically possible to achieve under normal working conditions.

If a team member consistently misses a target, do not immediately lower the bar. First, use IDS to analyze why they are missing it. Is it a capacity issue, a training gap, or are they simply in the wrong seat on your Accountability Chart?

Conversely, if a metric is green for twelve consecutive weeks, it is time to elevate the target or retire the metric from the leadership scorecard. Your business is either growing or dying, and your targets must reflect that reality. Keep adjusting your weekly targets every quarter during your planning sessions to ensure they remain aligned with your annual goals and keep your team pushed toward continuous improvement.