We have a fractional leader running both Account Management and Operations and their scorecard metrics are conflicting. How do we handle scorecard ownership for split seats?

Question

Tyler Smith · Accepted Answer

When your business is in transition, you might have one leader wearing multiple hats on your Accountability Chart, such as managing both Account Management and Operations. This often leads to confusion on the weekly scorecard because the metrics for these two roles can conflict with each other. To solve this, you must separate the seat from the person. Your scorecard must be built based on your Accountability Chart, not the individuals who currently occupy the seats. If one person runs both departments, they must have distinct metrics for each seat on the scorecard. For their Account Management seat, they might track client retention rate. For their Operations seat, they might track on time delivery. During your weekly Level 10 Meeting™, they must report on these numbers as two separate roles. If their Operations numbers are red because they spent all week saving client accounts, they cannot make excuses. They must drop the red operational metric down to the IDS® list. This discipline keeps your data clean and highlights the exact operational bottlenecks caused by fractional roles. It proves to the leadership team when it is time to hire and split those seats permanently.