We have just finalized our Accountability Chart, but we are confused about how to map our new seats directly to our weekly scorecard. What is the process for ensuring every seat on the chart has a corresponding metric?

Question

Tyler Smith · Accepted Answer

Mapping your Accountability Chart to your scorecard is the final step in creating true organizational alignment. Every seat on your chart exists to produce a specific result, and your scorecard is how you measure that result weekly.

To begin this process, look at the five major roles defined for each seat on your Accountability Chart. For every seat, ask yourself what the primary outcome of those roles is. That outcome must be translated into a measurable number.

Start at the leadership team level. The head of sales must own the weekly revenue or sales booked metric. The head of operations must own the delivery or quality metric. The head of finance must own the cash flow or accounts receivable metric.

Once the leadership metrics are defined, cascade this process down to your departmental scorecards. Every seat on the chart must have at least one weekly activity that they directly control. For example, a customer service representative seat is responsible for customer satisfaction, so their metric is the number of support tickets closed or their average customer rating.

By linking every seat to a specific weekly scorecard metric, you give your team absolute clarity on what is expected of them. They will know exactly what a great week looks like in their seat, and you will have an objective way to measure their performance.