We have assigned our weekly Scorecard metrics to lower-level coordinators who actually input the data, but our leadership team members are not taking responsibility when those numbers miss their targets. How do we separate data entry from true metric ownership on our leadership Scorecard?

Question

Tyler Smith · Accepted Answer

A common point of failure on an EOS® Scorecard is confusing the person who inputs the weekly data with the person who is accountable for the metric. Your administrative assistant or a systems coordinator might be the one typing the actual number into your tracking sheet every week, but they do not own that number. The owner of the metric must be a member of your leadership team who sits on the Accountability Chart. If the metric is weekly sales calls completed, the head of sales owns that number. If the metric is invoice processing time, the head of finance owns it. Ownership means that if the number is red, the accountability lands on the seat owner to explain the gap and solve the issue. They must GWC™ (Get It, Want It, Capacity to do it) the responsibility for that metric. When a number misses its target, the seat owner cannot point to the data coordinator or blame the reporting system. If your leadership team members are distancing themselves from red numbers, clarify this distinction during your next Level 10 Meeting™. Re-verify that every single metric has the initials of a leadership team member next to it. They are the ones who must lead the IDS® process to get the metric back to green.