We have multiple departments and dozens of active projects, which makes narrowing our weekly leadership Scorecard down to just 5 to 15 numbers feel like we are running the business blind. How do we draw the line between what belongs on the leadership team Scorecard versus what should stay on departmental scorecards?

Question

Tyler Smith · Accepted Answer

To keep your leadership Scorecard lean and focused on the vital few, you must understand the difference between leadership metrics and departmental metrics. The leadership Scorecard should only contain numbers that give you a high-level pulse on the entire organization. These are the metrics that, if they go red, indicate a threat to the health of the whole company.

Every seat on your Accountability Chart should have its own scorecards at the departmental or individual level. If a metric only impacts the day-to-day operations of a single department, it belongs on that department's scorecard, not on the leadership Scorecard. For example, the number of support tickets resolved belongs on the customer service departmental scorecard. However, overall customer retention or average resolution time might belong on the leadership Scorecard because it directly impacts company revenue and brand reputation.

When deciding whether a metric belongs on the leadership Scorecard, ask yourself if the leadership team needs to see it weekly to make strategic decisions. If the answer is no, push it down to the departmental level. This keeps your leadership Scorecard focused on the critical 5 to 15 numbers that drive the business forward, while maintaining granular accountability throughout the rest of your organization.