Our marketing head and sales head constantly argue over who owns the weekly qualified meetings metric because marketing books the demo but sales qualifies the prospect. How do we draw the line on Scorecard ownership between handoff points?

Question

Tyler Smith · Accepted Answer

Shared ownership means no ownership. When a number is missed and two seat owners point fingers, your Scorecard ceases to function as an objective management tool. In the EOS framework, every measurable must have exactly one name assigned to it.

The friction here stems from blending a handoff activity with a qualification standard. To solve this, split the activity into two distinct weekly measurables with precise definitions based on your Accountability Chart seats.

First, assign Qualified Demos Booked to the Marketing seat. Marketing owns generating demand that meets your published Ideal Customer Profile (ICP) criteria and getting the meeting on the calendar. If the prospect matches the profile and accepts the calendar invite, marketing hits their weekly target.

Second, assign Initial Meetings Held and Accepted to the Sales seat. Sales owns showing up, executing the discovery call, and officially accepting or disqualifying the prospect into the active pipeline based on agreed-upon criteria within twenty-four hours.

If marketing books twenty meetings and sales rejects fifteen because they do not match the ICP, you do not debate it during the Scorecard review. The sales number goes red, the team drops it to the Issues List, and you use IDS during the Level 10 Meeting to examine lead quality definitions. Never allow joint ownership on the Company Scorecard. Single-point accountability forces your leaders to resolve operational friction rather than hiding behind finger-pointing.