When our weekly scorecard metrics are off-track, the person responsible usually just says they are working on it, and we skip adding it to the Issues List. How do we build a disciplined system where red metrics automatically become IDS items?

Question

Tyler Smith · Accepted Answer

A scorecard is a tool for predicting the future, not just tracking the past. If a metric is off-track and you do not drop it to the Issues List, you are ignoring an early warning sign. Allowing team members to bypass IDS by simply saying "I am working on it" creates a culture of complacency.

To break this habit, you must establish a non-negotiable rule: any metric that is off-track for two consecutive weeks must automatically be added to the short-term Issues List. There are no excuses, no explanations, and no exceptions.

When the metric is added to the list, the goal of IDS is not to punish the owner. The goal is to help them. The leadership team must rally around the issue to identify the root cause of the failure. Is it a capacity problem? Is there a process bottleneck? Do they need better tools?

By shifting the perception of an off-track metric from a personal failure to an organizational problem to be solved, you remove the fear of being attacked. This disciplined approach ensures you are constantly addressing operational issues before they derail your quarterly Rocks or long-term goals.