When setting weekly targets for our Scorecard numbers, our department leaders consistently set goals so low that they never miss, or so high that they are perpetually red. What is the rule for setting objective weekly Scorecard goal thresholds that drive real accountability?

Question

Tyler Smith · Accepted Answer

Setting Scorecard thresholds is where leadership teams often stumble. Weak managers sandbag their weekly goals so their numbers always show green, avoiding accountability. Aggressive leaders set unattainable fantasy targets that stay perpetually red, breeding cynicism and apathy across the team.

A valid Scorecard target must meet two criteria: mathematical alignment with your V/TO® and realistic operational capacity.

Start with your annual plan. If your company target is 10 million dollars in new revenue, and your average deal size is 100,000 dollars, you need 100 closed deals this year. If your historical close rate is 25 percent, your sales seat requires 400 qualified proposals per year, or roughly 8 proposals per week. That weekly goal of 8 is not an arbitrary opinion; it is mathematical truth derived directly from your annual vision.

Next, define red and green clearly. In EOS®, you either hit the goal or you do not. If the goal is 8, 7 is red. Red does not mean an employee is in trouble or getting fired; red simply means the metric requires discussion. It signals to the Integrator and the team that an operational anomaly occurred that needs to be dropped down to the Issues List.

Review your targets quarterly. If a number is green thirteen weeks in a row without effort, raise the bar. If a number is red eight weeks in a row, use IDS® to discover if the process is broken, the goal is mathematically flawed, or the seat holder lacks GWC™.