Our weekly Level 10 Meeting™ scorecard is packed with thirty different lagging indicators because our department heads want to look at everything, which completely dilutes our focus during the review. How do we prune this list down to the critical leading indicators that actually predict our weekly success?

Question

Tyler Smith · Accepted Answer

A weekly scorecard with thirty metrics is not a scorecard. It is a report. If you are tracking everything, you are tracking nothing. The purpose of the scorecard in your Level 10 Meeting™ is to give you a quick, accurate pulse on the health of the business using five to fifteen high-activity, leading indicators.

Lagging indicators, like monthly revenue or net profit, are useless on a weekly scorecard because by the time you see the number, the week is already over. You cannot change the outcome. You must replace these lagging numbers with leading indicators that predict future results.

To prune your scorecard, put it on the Issues List for your next meeting. Go through every single metric and ask one simple question. If this number is off track, does it tell us we have a problem that we can fix this week? If the answer is no, take it off the leadership scorecard.

Many of those thirty metrics belong on departmental scorecards, not the leadership scorecard. Move them down. Keep your leadership scorecard focused strictly on the vital signs of the business. You should be able to review the entire scorecard in five minutes or less, identifying exactly where the business is bleeding so you can drop those issues to the list and solve them during IDS®.