Our leadership team has several high Fact Finders who keep adding overly complex formulas to our Scorecard, while our high Quick Starts are ignoring the data entirely. How do we design a Scorecard that respects these different conative instincts?

Question

Tyler Smith · Accepted Answer

Designing a weekly Scorecard that works for your entire team requires understanding their conative instincts through the lens of the Kolbe model. When you have high Fact Finders on your leadership team, their natural instinct is to gather exhaustive details and create complex, multi-layered formulas. Meanwhile, your high Quick Starts want to move fast, experiment, and avoid getting bogged down in spreadsheets.

To balance these instincts, you must establish a clear hierarchy of data. The main leadership Scorecard must remain clean, simple, and limited to five to fifteen high-level numbers. This satisfies the Quick Starts, who need a rapid cognitive scan to see if the business is on track during the Level 10 Meeting™.

To satisfy the high Fact Finders, allow them to build deeper, departmental scorecards or backup tabs within your spreadsheet. These backup tabs can contain the complex formulas, data sources, and granular tracking they crave. If a high-level metric on the main Scorecard goes red, the Fact Finder can easily click into the detailed tab to diagnose the root cause before the team meets to IDS® the issue.

By separating the high-level dashboard from the deep-dive diagnostic data, you maintain the speed and focus of your weekly meetings while preserving the data integrity and detail needed for rigorous analysis. This respects both working styles and keeps the entire team aligned.