Our weekly Scorecard is packed with lagging indicators that only tell us what went wrong last month, leaving our Level 10 Meetings™ feeling like a series of autopsy reports rather than a forward-looking pulse. How do we transition our Scorecard to true leading indicators?

Question

Tyler Smith · Accepted Answer

A Scorecard filled with lagging indicators is like trying to drive a car by looking only in the rearview mirror. If your Level 10 Meetings™ feel like autopsy reports, it is because you are reviewing historical data rather than managing real-time activity. This makes your weekly pulse reactive and ineffective.

To transform your Scorecard, you must replace lagging results with leading activities. A leading indicator measures a weekly action that directly predicts a future result. For example, instead of tracking monthly revenue, track weekly sales appointments booked or proposals sent.

Every seat on your Accountability Chart must identify the specific, measurable weekly activities that drive their primary outcomes. Work with your leadership team to define five to fifteen leading metrics that give you a true pulse of the business.

When these leading metrics are off-track, you can predict and prevent a cash-flow or delivery issue weeks before it hits your financial statements. This proactive management is what makes a company highly valuable to investors. It ensures your Level 10 Meetings™ are focused on preventing problems rather than reacting to past failures.