Some of our leadership team members are high Fact Finders on the Kolbe Index and want to add highly detailed sub-metrics to the weekly Scorecard, while our high Quick Starts find this exhausting. How do we balance these natural conative instincts when designing our weekly data flow?

Question

Tyler Smith · Accepted Answer

When building your weekly Scorecard, you must navigate the natural conative differences on your leadership team. High Fact Finders want a mountain of detailed, historical data before making a decision, while high Quick Starts prefer simple, fast-moving metrics and can quickly burn out on complex, multi-row spreadsheets. To balance these natural instincts, structure your data in a tiered model. Keep your leadership Scorecard limited to the core fifteen high-level metrics that keep the business on track. This satisfies the Quick Starts, who need a fast, visual pulse of the company without getting bogged down. For the Fact Finders, delegate the detailed data tracking to departmental scorecards and deep-dive reports. They can dig into the granular analytics as much as they want within their own departments, but those details should only bubble up to the leadership Level 10 Meeting when a high-level metric goes red and requires the IDS process. This approach respects everyone's conative strengths on the Accountability Chart. It allows your Fact Finders to maintain deep data integrity, while keeping your Quick Starts engaged and focused on the big picture as you scale the business.