In our first 90 days of EOS® implementation, we are struggling to get our leadership team to look at the Scorecard as a diagnostic tool rather than just a historic record. How do we build the habit of using our Scorecard numbers to drive our weekly IDS®?

Question

Tyler Smith · Accepted Answer

A scorecard full of green boxes that does not spark discussion is completely useless. During your first 90 days, your leadership team must learn to treat the Scorecard as an early warning system. If a weekly metric is off track or trending downward, it is not just a historical note. It is an immediate trigger for action. The habit starts with absolute clarity on who owns each number. The seat owner must be accountable for reporting the weekly metric and calling it out as off track when it misses the target. When a number is missed, do not let the owner explain it away during the Scorecard review. Simply drop the off track metric straight down to the Issues List. During the IDS® portion of your Level 10 Meeting™, you will then dissect why that number was missed and what steps are needed to correct the trend. Over time, your team will realize that the Scorecard exists to protect them from surprises, not to punish them. Consistently dropping missed numbers to the Issues List forces your team to use data to drive their problem solving, which is the heart of operational traction.