One of our key directors consistently misses their weekly scorecard targets but always comes to our Level 10 Meeting with a highly logical, detailed explanation of why it happened. How do we push past the excuses and get them to take real ownership of their numbers?

Question

Tyler Smith · Accepted Answer

When a leader always has a logical reason for missing their targets, you are likely dealing with a high Fact Finder on the Kolbe Index. This person naturally gathers deep data and historical context to justify outcomes. While their analysis is accurate, they are using their conative style to explain away poor performance rather than solving the underlying issue.

To break this loop, you must shift the conversation from the explanation of the past to the plan for the future. During the scorecard review, do not let them launch into a five-minute presentation about why the number is red. The rule of the Level 10 Meeting is simple: the number is either green or red. If it is red, it goes to the Issues List to be solved.

Once the issue is dropped down to the IDS portion of the meeting, challenge the director to identify the leading indicators they can control to prevent the miss next week. Ask them what obstacles are in their way and what resources they need to hit the target.

If they still cannot hit the number after several weeks of adjustments, you must evaluate if they truly have the capacity to get the job done, or if the target itself is unrealistic. By keeping the focus on forward-looking actions rather than retrospective explanations, you force a shift from defensive analysis to active problem-solving.