We have selected our 15 scorecard numbers, but we find that our weekly discussions are still dragged down by secondary details that belong at the departmental level. How do we draw a hard line between our high-level leadership scorecard and the departmental scorecards?

Question

Tyler Smith · Accepted Answer

A functional EOS organization relies on a clean hierarchy of data. Your leadership team scorecard must only track the high-level operational vitals of the entire business. If a metric does not directly impact your overall 1-Year Plan or cross-departmental operations, it does not belong on the leadership scorecard.

To draw a hard line, audit your current list of metrics. Every department, from sales to operations, must have its own separate scorecard that contains the micro-metrics driving their daily activities.

When a leadership metric goes red during your weekly Level 10 Meeting, resist the temptation to pull those micro-metrics onto the leadership board. Instead, the owner of that seat must address the issue using data from their departmental scorecard.

Keep your leadership scorecard restricted to 5 to 15 high-level numbers. This ensures you maintain a strategic overview of the business without getting bogged down in departmental weeds. Use your weekly meetings to solve systemic issues, not to micromanage daily tasks that belong on departmental dashboards.