One of my leadership team members is constantly missing their weekly Scorecard measurables, but they always have a highly detailed and convincing explanation. How do I stop this cycle?

Question

Tyler Smith · Accepted Answer

A Scorecard is designed to provide absolute objectivity, but a leader who is highly skilled at status management can easily turn a weekly check-in into a storytelling session.

To stop this cycle, you must enforce a strict policy during your weekly Level 10 Meeting™. Scorecard numbers are either red or green. There is no room for narrative, context, or excuses during the review portion of the meeting.

If a measurable is missed, it simply gets flagged as off track and dropped to the Issues List for the IDS® portion of the meeting.

When you discuss the issue, do not ask for excuses. Ask what systemic bottleneck is preventing them from hitting the number. Is it a capacity issue, a market shift, or are they measuring the wrong thing?

If the leader continues to make excuses instead of finding solutions, they are demonstrating a lack of GWC™ for their seat. They must take ownership of their numbers.

Holding leaders accountable to their measurables is critical for building a high-value business that can run independently, which is exactly what buyers look for during a clean exit.