I am transitioning into the Owner Box and want to step back from the weekly Level 10 Meetings, but I still need to maintain honesty and oversight. How do we design a monthly scorecard specifically for an owner who is no longer running daily operations?

Question

Tyler Smith · Accepted Answer

Transitioning into the Owner Box requires a fundamental shift in how you consume data. You can no longer look at the daily and weekly operational details without getting pulled back into the business. To maintain honesty and oversight from the Owner Box, you must transition from a weekly scorecard to a high-level monthly scorecard.

Your monthly scorecard should contain five to fifteen critical metrics that reflect the ultimate health, valuation, and stability of the company. These metrics should focus on high-level lagging indicators and key financial metrics, such as monthly recurring revenue, gross margin percentage, net profit margin, customer lifetime value, and employee retention rates.

You should also track a few high-level leading indicators that show pipeline health, such as total contract value of sales opportunities and cash reserves.

This monthly scorecard allows you to inspect what you expect without micromanaging your Integrator and leadership team. It gives you the objective truth about the business's trajectory during your monthly oversight meetings. If the monthly trends start slipping, it gives you the objective data you need to ask the right questions and hold your leadership team accountable.