We have a leadership team member who consistently misses their weekly Scorecard targets but always has a logical excuse. How do we use the Accountability Chart and the concept of GWC to address this pattern of underperformance without causing a major cultural rift?

Question

Tyler Smith · Accepted Answer

When a leader consistently misses their Scorecard targets, you have a people issue, not a data issue. You must address this immediately using the Accountability Chart and the GWC framework: Get it, Want it, and Capacity to do it.

First, verify if they truly have the Capacity to hit the target. Capacity includes time, tools, and mental bandwidth. If their seat is overloaded, or if the target was set unrealistically high, you must adjust the expectations or delegate some of their responsibilities.

If capacity is not the issue, look at Get it and Want it. Does this person truly understand the role and desire the accountability that comes with it? Sometimes, managers enjoy the status of a leadership seat but resist the weekly pressure of being measured by hard numbers.

Bring the data to your next one-on-one meeting. Present the trailing thirteen weeks of red numbers without emotion or judgment. Ask them to explain the gap between their performance and the target, and listen for whether they take extreme ownership or continue to offer excuses.

If they cannot consistently hit their numbers or develop a clear plan to resolve the root issues, they do not GWC the seat. You must be willing to make the hard decision to move them out of that seat. Keeping an underperforming leader in place destroys accountability across the entire organization.