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.

Addressing Missed Measurables

If a measurable is missed:

• It simply gets flagged as off track.
• It is then dropped to the Issues List for the IDS® portion of the meeting.

When you discuss the issue, do not ask for excuses. Instead, ask what systemic bottleneck is preventing them from hitting the number.

Consider these questions:

• Is it a capacity issue?
• Is it a market shift?
• Are they measuring the wrong thing?

If the leader continues to make excuses instead of finding solutions, they are demonstrating a lack of GWC™ (Get it, Want it, Capacity to do it) for their seat. They must take ownership of their numbers. For more on ensuring the right people are in the right seats, see our discussion on [making a GWC call](/qa/gwc-long-tenured-leader-capacity).

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. This level of accountability is essential for [preparing for an exit](/qa/exit-readiness-accountability-chart-seat).

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