We have several weekly scorecard metrics that are co-owned by two department heads, which leads to finger-pointing and long explanations when a number is missed during our Level 10 Meeting™. How do we handle multi-owner metrics during the scorecard review to maintain absolute accountability?

Question

Tyler Smith · Accepted Answer

In EOS®, there is a fundamental rule: when two people are accountable, nobody is accountable. Co-ownership of a metric is a recipe for finger-pointing, confusion, and defensive storytelling during your Level 10 Meeting™ scorecard review. To eliminate this waste, you must assign every single metric on your weekly scorecard to one individual. That person is the single throat to choke for that number. If a metric spans multiple departments, you must break it down into leading indicators that can be owned individually. For example, instead of having both sales and marketing co-own new client revenue, marketing should own marketing qualified leads, while sales owns closed-won deals. The owner of the metric does not have to do all the work themselves. However, they are the one who must stand up and say on-track or off-track. If the metric is off-track, they are the one who must drop it to the Issues List. By establishing absolute clarity on who owns every number, you eliminate the pre-IDS® debates and ensure your weekly scorecard review remains binary, fast, and highly accountable.