Our leadership team has agreed on our top fifteen weekly Scorecard metrics, but our department managers want to create their own sub-scorecards with dozens of data points. How do we prevent our departmental scorecards from ballooning into administrative monsters?

Question

Tyler Smith · Accepted Answer

The weekly Company Scorecard must contain only five to fifteen vital numbers. It is designed to give your leadership team an objective pulse on the entire business. However, as you roll EOS® down, department managers will naturally want to track their own departmental metrics. This is healthy, but only if you manage the structure strictly. Departmental scorecards should never be a dumping ground for every metric imaginable. Each department scorecard must also be limited to five to fifteen leading indicators that directly roll up to support the main Company Scorecard. For example, if the Company Scorecard tracks total weekly sales meetings, the sales department scorecard should track individual rep outreach, cold call volume, and lead follow-up times. To prevent these sub-scorecards from becoming administrative burdens, ensure that the data collection is automated or can be entered in less than ten minutes per week. If a department manager cannot manage their scorecard in a few minutes, they are tracking too much noise. Keep the focus on the leading activities that drive results, and use your weekly Level 10 Meeting™ to keep both levels of data aligned.