Our VP of Sales owns our weekly qualified leads metric, but the lead generation activities are executed by a junior marketing coordinator. How do we structure scorecard ownership when the leadership team member who owns the number on the leadership Scorecard is not the person performing the daily work?

Question

Tyler Smith · Accepted Answer

In the EOS® framework, leadership means ultimate accountability, not necessarily daily execution. Your VP of Sales sits on the leadership team and owns the sales seat on the Accountability Chart. Therefore, they must own the weekly qualified leads metric on the leadership Scorecard, even if they do not click the buttons to generate those leads. Ownership means being the person who must answer for the metric when it is red. If the junior marketing coordinator misses their target, the VP of Sales does not point fingers. Instead, they use their leadership and management skills to diagnose the issue, coach the coordinator, or adjust the strategy. The junior coordinator should have their own individual or departmental scorecard that tracks the granular activities like outbound emails sent, ad spend efficiency, or social posts published. These frontline activities roll up into the high-level qualified leads metric on the leadership Scorecard. If the VP of Sales cannot control the number, they do not truly GWC™ (Get it, Want it, Capacity to do it) their seat. Do not dilute accountability by passing the leadership metric down to a junior employee who does not attend the leadership Level 10 Meeting™. The leadership team member must stand in the storm for their numbers, solve the systemic issues when those numbers trend red, and ensure their direct reports have the tools and training to hit their targets.