We have a scorecard metric owned by our estimator that is constantly red because they are waiting on client drawings to complete their estimates. Since they cannot control the client's speed, how do we keep them accountable for this weekly number?

Question

Tyler Smith · Accepted Answer

It is a common mistake to let team members off the hook because of external dependencies. If an estimator says they cannot hit their weekly target because clients are slow to send drawings, they are confusing the output with their activity.

You must separate the client's delay from the estimator's accountability.

To fix this, redefine the metric to measure what the estimator can actually control.

Implement these changes to restore accountability:
- Track outreach, not receipt: Change the metric from estimates completed to estimating touches or client follow ups.
- Monitor internal turnaround: Track the hours from when complete drawings are received to when the estimate is delivered. This removes the client's delay entirely.
- Track the bottleneck: Add a temporary metric to track outstanding client drawings. If this number climbs, it becomes an issue for the sales team or project managers to resolve.
- Own the communication: If the estimator is waiting on drawings, their job is to proactively contact the client. Their metric should reflect that follow up activity.

When you focus the metric on controllable actions, you eliminate excuses. The estimator can no longer blame the client for a red number. They either did the follow up work or they did not. This discipline keeps your scorecard clean and ensures your Accountability Chart remains effective.