Several key members of our leadership team have very high Fact Finder scores and want to track dozens of micro-metrics. How do we keep our weekly Scorecard focused on just the vital few?

Question

Tyler Smith · Accepted Answer

When you have high Fact Finders on your leadership team, their instinct is to gather as much data as possible before making a decision. This can quickly lead to Scorecard bloat, turning your weekly review into a tedious data dump. To prevent this, you must enforce a strict distinction between the leadership Scorecard and departmental scorecards. The leadership Scorecard must be limited to five to fifteen high-level, critical metrics that give you a pulse on the entire business. If a metric does not directly impact the overall health of the company or require leadership team visibility, it does not belong on this sheet. Delegate the micro-metrics to departmental or individual scorecards. For example, while the marketing director might track twenty different digital ad metrics, the leadership team only needs to see total marketing qualified leads. If that high-level number goes red, the marketing director can use their departmental data to diagnose the issue before bringing the solution to the Level 10 Meeting™. Remind your high Fact Finders that the Scorecard is a diagnostic tool, not an archives spreadsheet. By keeping the leadership Scorecard focused on the vital few, you protect your team's mental energy and keep your Level 10 Meeting™ focused on high-level issue resolution using IDS®.