We have a seat on our Accountability Chart that seems to be doing a lot of work, but we are struggling to connect their scorecard metrics to their actual GWC performance. How do we use the Scorecard to verify if a person is truly a fit for their seat?

Question

Tyler Smith · Accepted Answer

When a team member seems incredibly busy but their contribution remains unclear, you have an accountability gap. Busy work does not equal results. To determine if a person truly GWC™, Gets It, Wants It, and has the Capacity to do it, their seat on the Accountability Chart must be tied to objective, measurable outcomes on the Scorecard.

Start by looking at the roles and responsibilities defined for their seat on the Accountability Chart. For every core responsibility, there must be a corresponding metric on the Scorecard that measures the output or quality of that work. If they are responsible for client onboarding, they must own the onboarding completion speed. If they are in charge of inventory, they must own the stock variance rate.

Once you align their daily activities with clear weekly metrics, look at the trends over a twelve-week period. If the scorecard metrics are consistently red despite the employee working long hours, they likely lack the capacity to perform the role effectively. They may want the job, but they do not have the GWC™ capability to deliver the required results.

On the other hand, if they are hitting their numbers but their behavior is destructive to the team, they do not align with your core values. The Scorecard provides the objective data you need to separate effort from results. This allows you to have honest, fact-based conversations about GWC™ and seat fit during your quarterly reviews, ensuring you have the right people in the right seats.