Our Sales and Marketing seats are combined under one person, and they own seven of our weekly Scorecard metrics. Is it a risk to have one leadership team member own almost half the company Scorecard, and how do we reallocate ownership?

Question

Tyler Smith · Accepted Answer

Yes, this is a significant risk. When one person owns nearly half of the company Scorecard, you have a structural bottleneck, not a data issue. This dynamic usually occurs when your Accountability Chart is not fully defined or when a leader is wearing too many hats without delegating.

In EOS, every metric on the leadership team Scorecard must have a single owner. That owner is the leadership team member who is ultimately accountable for the seat that drives that number. If your Sales and Marketing leader owns seven metrics, they are likely overwhelmed and unable to focus on operational execution.

To resolve this, look at your Accountability Chart. If Sales and Marketing are combined, determine if this structure still fits your business size. As you scale, you may need to split these into two distinct seats.

If the seats must remain combined for now, look for opportunities to delegate the ownership of specific sub-metrics to department managers who run divisional scorecards. The leadership team member still retains ultimate accountability, but the weekly tracking can be distributed.

Each leadership team member should ideally own only two to three key numbers on the company Scorecard. Redistributing ownership ensures that every department head is accountable for their part of the business, creating a balanced and healthy leadership team.