Our leadership team struggles to settle on a weekly Scorecard and we find ourselves changing our 5 to 15 metrics almost every month. How do we break this cycle and find the true leading indicators for our business?

Question

Tyler Smith · Accepted Answer

Constantly changing your weekly Scorecard metrics is a symptom of not understanding the root drivers of your business operations. A great Scorecard is a predictive tool, not a historical report. If you are changing your metrics every month, you are likely tracking lagging indicators or vanity metrics that do not help you predict future performance.

To break this cycle, start by looking at your core processes and your Accountability Chart. Every seat on your leadership team must own at least one metric that they are directly responsible for delivering weekly.

Focus on leading indicators. These are activities that happen today that predict your financial results ninety days from now. For example, do not just track closed sales, which is a lagging indicator. Instead, track the number of face-to-face discovery meetings or outgoing proposals.

Commit to keeping your Scorecard exactly the same for at least one full quarter. It takes time to see the patterns and trends in your data. If you change the metrics every few weeks, you will never build the historical baseline needed to spot operational issues before they become crises. Use your quarterly sessions to evaluate your metrics and make adjustments only when you have a full ninety days of data to analyze.