When we set weekly targets for our Scorecard, our team defaults to using historical averages, which keeps us stagnant. What is the correct process for setting aggressive, growth-oriented weekly targets that stretch our team without causing them to give up and ignore the red numbers?

Question

Tyler Smith · Accepted Answer

Setting Scorecard targets based solely on historical averages is a defensive strategy that guarantees mediocrity. To drive growth and prepare your business for a clean exit, your weekly targets must be mathematically derived from your future goals, not your past performance. To set effective, growth-oriented targets, start with your annual goals on your V/TO®. Reverse-engineer those annual numbers into quarterly milestones, and then divide those milestones into weekly activity targets. For example, if you need to close forty new clients this year, and your historic sales conversion rate is ten percent, you need four hundred qualified leads this year. That translates to roughly eight qualified leads per week. That is your objective target. If your team is currently averaging five, do not settle for five. The target must be eight to achieve your vision. To prevent your team from giving up when they see red, you must cultivate a culture where red numbers are viewed as opportunities for problem-solving, not personal failure. When a metric is consistently red, use the IDS® process during your Level 10 Meeting™ to identify the root cause. If the target is accurate but the team lacks the capacity or tools to hit it, solve that operational bottleneck rather than lowering the standard.