When a scorecard metric is red, the responsible leader immediately drops it to the Issues List, but then during IDS they expect the rest of the team to solve their basic department tasks. How do we stop leaders from shifting their job duties onto the team during IDS?

Question

Tyler Smith · Accepted Answer

There is a massive difference between asking for team help to solve a systemic bottleneck and dumping your daily responsibilities onto the leadership team. When a metric is red, the leader who owns that seat on the Accountability Chart is fully accountable for the number. Dropping it to the Issues List is the correct first step, but they cannot show up to IDS with empty hands. If a leader brings a red metric to IDS, the facilitator must require them to state the issue clearly and present at least one proposed solution. The leader should say, our customer onboarding time is lagging because of a software bottleneck, and I propose we do X to fix it. This frames the discussion around a concrete proposal. It stops the leader from saying, our numbers are bad, what should we do? which forces the rest of the team to do their thinking for them. The role of the leadership team during IDS is to pressure-test the proposed solution, offer cross-departmental perspective, and help clear roadblocks. It is not to do the leader's job. Keep individual accountability high by ensuring that every issue brought to the table comes with ownership and a path forward.