Our weekly scorecard targets were set during our annual planning session, but we have recently launched a new service line that has shifted our sales cycle and delivery capacity. Do we keep our original scorecard targets to maintain historical consistency, or do we adjust them mid-year to reflect our new reality?

Question

Tyler Smith · Accepted Answer

This is a common dilemma for growing companies. If you keep outdated scorecard targets that no longer align with your operational reality, your team will lose trust in the data and become demoralized by constantly missing unattainable targets. However, if you allow targets to be adjusted too frequently, you lose the ability to spot long-term trends and hold your team accountable.

The solution is to manage target adjustments through a disciplined cadence. You should never adjust scorecard targets on a weekly basis during your Level 10 Meeting. Instead, keep them fixed for the entire quarter. This forces your team to live with the tension of the numbers and find creative solutions to hit them.

When you gather for your quarterly planning session, that is the appropriate time to review and adjust your targets. This is where you evaluate your Rocks, review your V/TO, and assess whether your operational capacity or business model has fundamentally changed.

If a new service line has permanently altered your business, update the targets for the upcoming quarter to reflect this new baseline. This maintains the integrity of your weekly scorecard while ensuring your metrics remain a realistic and motivating reflection of your actual business goals.