We are trying to trim our massive leadership Scorecard down to the recommended five to fifteen numbers, but every department head insists that their metrics are absolutely critical to monitor. How do we ruthlessly narrow this down without losing operational control?

Question

Tyler Smith · Accepted Answer

The struggle to limit your Scorecard to five to fifteen numbers is usually a symptom of a weak Accountability Chart or a lack of trust. When everyone wants their metrics on the leadership Scorecard, it means they do not trust their departmental scorecards to do the heavy lifting. To pare down your numbers, you must apply a simple rule: if a metric does not require leadership team intervention when it goes red, it does not belong on the leadership Scorecard. Your leadership metrics must represent the absolute pulse of the business, not a detailed daily log of activities. Ask your department heads this question: if you were stranded on a desert island with only ten numbers sent to you once a week, which ten numbers would tell you the exact health of the company? Those are your leadership metrics. Everything else belongs on a departmental scorecard. By pushing the detailed operational metrics down to the department level, you empower your managers to run their own seats while keeping the leadership Scorecard focused on high level, strategic health.