Our weekly Scorecard has grown to over thirty different metrics, and the meetings are taking too long. How do we trim the Scorecard down to the numbers that actually matter?

Question

Tyler Smith · Accepted Answer

If your Scorecard has thirty metrics, you are running a financial report, not an EOS® Scorecard. A great Scorecard is a weekly pulse of your business, containing only five to fifteen high-level, activity-based leading indicators.

To trim it down, schedule a strategic pause with your leadership team. Go through every single line item and ask: does this number predict future results, or does it merely report on past history?

You want leading indicators, not lagging ones. For example, closed sales is a lagging indicator. You cannot change it once it happens. However, outbound phone calls, scheduled demos, or sent proposals are leading indicators. If those numbers drop this week, you know sales will drop in a few weeks.

Every metric on the Scorecard must have a clear goal and one owner. If you have numbers that do not directly drive your 1-Year Plan or your quarterly Rocks, remove them. Keep the Scorecard simple, clean, and predictive.