A leadership team member agreed to their weekly Scorecard target at the start of the quarter, but after missing it for three consecutive weeks, they claim the target is unrealistic and refuse to own it. How do we resolve target disputes mid-quarter?

Question

Tyler Smith · Accepted Answer

When a leader misses their weekly measurable repeatedly and suddenly declares the target impossible, you are dealing with an accountability breakdown, not a math problem. If they agreed to the number during quarterly planning, they owned the target. Attempting to negotiate targets downward mid-quarter is an evasion mechanism designed to turn red cells green without fixing execution.

Never renegotiate a Scorecard target during the weekly five-minute review. Flag the number, drop it to the Issues List, and resolve it during IDS using a disciplined sequence:

First, audit the operational assumptions made when the target was set. Has market reality or resource allocation fundamentally changed, or did the team simply execute poorly? If macro conditions changed completely, an adjustment may be rational. If the work was simply not done, the target stands.

Second, evaluate the leader through the lens of GWC (Gets it, Wants it, Capacity to do it). Do they truly understand what drives the number? Do they genuinely want the responsibility of hitting it? Do they have the structural capacity and resources to deliver? If a department head lacks the capacity or desire to drive a necessary outcome, lowering the bar only normalizes failure.

Third, establish whether the seat needs help with tactical execution rather than metric relief. Break the weekly target down into its micro-activities and inspect the pipeline. If the target is essential to achieving your company V/TO goals, keep the target red and use your Level 10 Meeting to solve the underlying operational friction.