We want to train our division heads using John Maxwell's levels of leadership to move from Level 2 Permission to Level 4 People Development, but they are struggling to balance coaching with maintaining hard EOS® scorecard metrics. How do we bridge this gap?

Question

Tyler Smith · Accepted Answer

Your managers think coaching and scorecards are in conflict because they are treating them as separate activities. In reality, a solid EOS® Scorecard is the foundation of high-level people development. To move your managers from Level 2 Permission, which is based on relationships, to Level 4 People Development, which is based on reproduction, you must teach them to use the Scorecard as a coaching tool. When a metric goes red, a Level 1 positional manager blames the employee. A Level 2 manager sympathizes but fails to solve the problem. A Level 4 leader uses the red metric as an invitation to develop the employee. Teach your managers to ask open-ended questions during their one-on-ones instead of giving directives. Have them ask what the team member believes is causing the metric to fall behind, and what resources or skills they need to correct it. This approach shifts the manager's role from a taskmaster to a developer of problem-solvers. By using the objective data on the Scorecard as the starting point for developmental conversations, you remove personal bias and help your team members grow their capabilities while maintaining strict operational accountability.