We are starting from scratch with our leadership team Scorecard and keep getting stuck on what the absolute baseline metrics should be. What is the exact diagnostic process to identify our core five to fifteen weekly numbers?

Question

Tyler Smith · Accepted Answer

To build a clean weekly Scorecard from scratch, you must look at your business as a machine with inputs, throughputs, and outputs. Start by ignoring your current spreadsheets and instead look at your Accountability Chart. Every seat on your leadership team exists to deliver a specific result. Your five to fifteen numbers must represent the direct, measurable activity of those seats.

Begin the process by having each leadership team member identify the single most important activity they manage. For the sales seat, it might be first-time appointments. For operations, it might be weekly production milestones. For finance, it might be cash balance.

Run a diagnostic test on each proposed number. Ask your team if this number went red, would it give you a warning before your profit and loss statement took a hit? If the answer is yes, keep it. If the answer is no, it is a lagging indicator and belongs on a departmental scorecard, not the leadership team Scorecard.

Limit your initial list to one or two numbers per major seat on your Accountability Chart. This forces your team to focus on activities that represent the overall health of their departments. A healthy Scorecard is not a complete dashboard of every operational detail. It is a high-level cockpit that tells you if the plane is flying straight. Review these numbers for several weeks during your Level 10 Meeting™ and adjust them as you discover which activities truly drive your revenue and operations.