We have been running our weekly Scorecard for several quarters, but we feel a complete disconnect between our 10-Year Target on the V/TO® and our weekly operational metrics. How do we mathematically or structurally link our weekly Scorecard numbers directly to our long-term vision so we know we are actually building the company we want?

Question

Tyler Smith · Accepted Answer

Your weekly Scorecard should never exist in a vacuum. If your weekly numbers do not directly drive the achievements of your 1-Year Plan, 3-Year Picture, and 10-Year Target on your V/TO®, you are measuring the wrong things. To connect your weekly actions to your long-term vision, you must work backward from your goals. Start with your 1-Year Plan on your V/TO®. If your one-year revenue goal is five million dollars, look at your historical average deal size to determine how many closed transactions are required to hit that number. Then, calculate the conversion rates at each stage of your sales funnel to find the exact number of proposals, discovery calls, and marketing leads required each week. These calculated numbers become your weekly Scorecard targets. Do the same for your operational capacity, hiring needs, and customer retention goals. By mathematically linking your long-term vision to your weekly metrics, your Scorecard becomes a real-time predictor of your V/TO® success. When you review your Scorecard in your Level 10 Meeting™, you are no longer just looking at operational data. You are looking at whether you are on track to build the company you envisioned.