We have a department head who is a Great Person in the Right Seat according to our Core Values and GWC, but they consistently miss their weekly scorecard target. How do we diagnose if the problem is their execution or if the metric itself is poorly defined?

Question

Tyler Smith · Accepted Answer

When a team member who is clearly the Right Person in the Right Seat consistently misses their scorecard target, you must avoid the temptation to blame their capability. If they share your core values and possess the GWC™ for their seat, the problem is likely structural, not personal.

First, evaluate the metric itself. You must determine if the target is realistic based on historical data or if it was set as an aspirational goal. Aspirational targets on a scorecard create discouragement and drag down team morale. The target must be achievable through consistent, high-quality work.

Second, analyze the team member's conative and cognitive strengths. Use their StrengthsFinder profile to see if their natural talents align with the activities required to hit the metric. If the metric requires deep analytical research but their dominant strengths are in communication and relationship building, you may have a misalignment of activities.

In this case, you do not need to replace the person. Instead, you need to adjust their daily responsibilities or provide them with supporting resources to handle the analytical tasks. This alignment ensures they can leverage their natural strengths to hit their targets.