We have assigned scorecard measurables based purely on Accountability Chart seats, but some managers are consistently struggling to hit their targets. How do we leverage our team's innate talents to help them hit their weekly numbers?

Question

Tyler Smith · Accepted Answer

When assigning scorecard metrics, the Accountability Chart must always be your starting point. However, once you have assigned a number to a specific seat, you can leverage your team's natural talents and patterns of thinking to help them succeed. If a manager is struggling to hit their weekly number, do not just tell them to work harder. Instead, look at how their innate strengths can be applied to the challenge. For example, if a sales manager has strong relationship-building talents, they will hit their outbound call targets best through highly personalized, high-touch outreach. If another manager has strong analytical talents, they might succeed by systematically targeting specific market segments using data-driven lists. Both individuals are accountable for the same weekly volume metric, but the way they achieve that result should align with their natural strengths. When you coach your team members to leverage their natural talents, they will hit their scorecard targets more consistently and with less effort, resulting in a more productive and highly engaged organization.