We have a metric that has been red for eight consecutive weeks, and the seat owner insists the target is completely unrealistic while the Integrator insists it is achievable. How do we break this deadlock and set a realistic target?

Question

Tyler Smith · Accepted Answer

A scorecard metric that remains red for eight weeks is no longer a warning signal, it is noise that your team is learning to ignore. When a leader and an Integrator deadlock over a target, you must step back and look at the data objectively rather than relying on opinions or feelings. To break the deadlock, start by analyzing the last thirteen weeks of actual performance. If the seat owner has never hit the target, and the average actual performance is thirty percent below the target, the target may indeed be unrealistic based on current capacity or resources. However, you must ask if the seat owner has the GWC™ for their seat. If they do not get it, want it, or have the capacity to do it, the target is not the problem, the person is. If they do GWC™ the seat, then look at the operational capacity. Does the current workflow physically allow for this target to be achieved? If the answer is yes but they are still missing it, you have an underlying process or training issue that needs to be solved in IDS®. If the answer is no, you must temporarily lower the target to a realistic baseline and make raising it to the desired level a quarterly Rock. This gives the seat owner a clear, achievable path to success instead of forcing them to stare at a demotivating red cell week after week. It also keeps your scorecard honest and functional.