I am the visionary and owner, and I find myself constantly overriding or micro-managing the scorecard metrics owned by my leadership team because I do not trust their judgment. How do I transition true accountability for these weekly numbers without losing operational control?

Question

Tyler Smith · Accepted Answer

When a Visionary or business owner micro-manages Scorecard metrics, it is usually a sign of an unclear Accountability Chart or a lack of trust in GWC. You cannot hold your leadership team accountable if you are constantly grabbing the steering wheel. To transition true ownership, you must first ensure that the seats on your Accountability Chart are defined with absolute clarity. Each seat must have five major roles, and the weekly Scorecard metrics must tie directly to those roles. If your Operations Director owns the service delivery seat, they must own the customer satisfaction and delivery speed metrics. Your role is not to police how they get the number, but to hold them accountable to the target. During your weekly Level 10 Meeting, if a metric is red, you must resist the urge to solve it for them. Let the seat owner explain the root cause and propose the solution during the IDS portion of the meeting. If you continue to intervene, your team will stop taking ownership because they know you will step in anyway. Trust the process, let them own the numbers, and use the Scorecard to manage the performance of the seat, not the daily activities of the person.