How do we objectively measure whether our leadership team is actually improving its execution velocity between our sessions, rather than just hitting an arbitrary percentage of our quarterly Rocks?

Question

Tyler Smith · Accepted Answer

Hitting eighty percent of your quarterly Rocks is a basic baseline, but true operational progress is measured by how effectively your team identifies and solves systemic issues. We look at three primary indicators to measure your developmental velocity.

First, we track the health of your weekly Level 10 Meeting™ and how quickly issues are moving off your Issues List. If your team is carrying the same issues week after week, your execution is stalled. A high-performing team uses IDS® to solve issues permanently so they never reappear.

Second, we measure the accuracy and predictive power of your weekly Scorecard. In the beginning, teams track lagging indicators that only show what already happened. As your operational velocity increases, your Scorecard must transition to leading indicators that allow you to predict and prevent failures before they occur.

Third, we evaluate the delegation process on your Accountability Chart. If the business owner is still heavily involved in solving daily operational issues, progress is flat. We measure growth by how much accountability has successfully shifted to your leadership team. When your team can run quarterly sessions and execute Rocks without your constant intervention, you have achieved true operational leverage.