Our VP of Marketing is a great culture fit and is trying to redefine the five roles of her seat on our Accountability Chart to remove lead quality metrics, claiming lead quality is a Sales issue. She is doing this because she consistently misses her scorecard targets. How do we handle this metric dodging?

Question

Tyler Smith · Accepted Answer

This is a common defensive maneuver. When a leader struggles to hit their metrics, they often try to rewrite the rules of their seat to avoid accountability. You must hold the line. The Accountability Chart™ and the Scorecard are interconnected tools designed to create absolute transparency. The roles of a seat must reflect the actual outcomes needed for the business to succeed, not the personal comfort of the person sitting in it. In this case, Marketing must own lead quality because Sales cannot close low-quality leads. Redefining the marketing seat to focus only on lead volume while ignoring quality will hurt your sales conversion rates and your overall exit readiness. Sit down with your VP of Marketing and use the IDS® process to get to the root of the issue. Is she missing the lead quality metric because of a lack of tools, bad data, or a genuine GWC™ issue? Address the root cause instead of allowing her to dilute the seat's accountabilities. If you allow leaders to customize their roles to match their current performance, your Accountability Chart™ becomes meaningless, and your leadership team will lose trust in the system.