My COO is a high Fact Finder on the Kolbe Index and wants to track 40 different metrics on our scorecard. How do I rein this in?

Question

Tyler Smith · Accepted Answer

A high Fact Finder instinctively wants to gather detailed data, establish historical precedence, and eliminate all ambiguity before taking action. While this is an incredible strength for operational design, it will quickly paralyze a leadership team scorecard.

If you have 40 numbers on your leadership scorecard, you don't have a scorecard; you have a spreadsheet of noise. A true EOS® scorecard must consist of only 5 to 15 high-level, critical metrics that give you a pulse on the health of the entire organization.

To resolve this conflict without frustrating your COO, introduce the concept of tiered scorecards. Explain that the leadership team scorecard must remain at a high level so you don't lose the forest for the trees. However, your COO's operations department can have its own departmental scorecard containing 30 or 40 detailed metrics that they review with their direct reports.

Only the critical, rolling summary metrics from the operations department should bubble up to the leadership scorecard. This satisfies your COO's need for deep data integrity while keeping the leadership team focused on strategic execution, allowing you to run your weekly Level 10 Meeting™ efficiently without drowning in minor operational details.