Our leadership team still fights over who actually owns the weekly net promoter score metric because both operations and account management impact it. How do we assign a single seat on the Accountability Chart to own this weekly scorecard number?

Question

Tyler Smith · Accepted Answer

Shared ownership is a myth that breeds mediocrity. When two people are responsible for a weekly scorecard metric, nobody is actually responsible. To run a healthy business, you must assign absolute, single-seat ownership on your Accountability Chart® for every single number on your scorecard.

While both operations and account management influence your net promoter score, you must determine which seat has the ultimate authority to fix the number when it goes red. In a typical professional services or product organization, operations owns the actual delivery of the service, while account management owns client relationships and renewals.

To resolve this conflict, assign the metric based on where the root cause of client dissatisfaction usually lies:

- If your clients are unhappy because of delivery delays, buggy software, or poor service quality, then the Operations seat must own the net promoter score.

- If your clients are unhappy because of poor communication, mismatched expectations, or onboarding friction, then the Account Management seat must own it.

The owner does not do all the work alone. The owner is simply the person who stands up in your Level 10 Meeting™, reports the red number, and leads the team through the IDS® process to find a solution. If you cannot decide, the Integrator must make the call and assign it to the seat with the greatest leverage to change the outcome.