Our Visionary and our HR Director seats on the leadership team argue that their roles are too strategic or supportive to have weekly scorecard numbers. How do we assign meaningful weekly measurables to these specific seats?

Question

Tyler Smith · Accepted Answer

Every single seat on your Accountability Chart must have at least one weekly measurable that they own on the scorecard. No one gets a pass, including strategic or supportive roles like the Visionary or the HR Director. If a seat has no weekly numbers, that person is operating on feelings and subjective opinions rather than objective data.

For your HR Director seat, they are responsible for the talent pipeline and cultural health. Their weekly numbers should focus on leading indicators for organizational health. This could include the number of open positions filled on time, weekly employee NPS scores, or training modules completed.

For your Visionary seat, they must also be accountable to the data component. While they focus on big ideas and culture, their weekly numbers should reflect external relationship building, strategic partnerships, or market research. This could look like tracking the number of industry thought leaders engaged, key client relationship meetings held, or strategic partnership discussions initiated.

If a leader cannot find a weekly number, use the Great Day or Lousy Day framework. Ask them what happens on a great week in their department that proves they are moving the needle. Turn that activity into a quantifiable number. This ensures every leader has clear direction and takes ownership of their contribution to the organization.