Scorecard & Measurables
The Scorecard is a weekly pulse check on your business. It replaces gut feelings with hard numbers, giving the leadership team an objective view of organizational health every single week.
What is a Scorecard?
A Scorecard is a simple grid: measurables down the left side, weeks across the top. Each week, measurable owners enter their numbers. The team reviews the Scorecard at the start of every L10 Meeting.
The power of the Scorecard is not in any single week's numbers -- it is in the 13-week trailing view. Patterns, trends, and emerging problems become visible before they become crises.
Why Weekly?
Monthly or quarterly data is too slow for an entrepreneurial company. By the time you see a declining trend in a monthly report, you have lost four or more weeks. Weekly data gives you:
- Early warning -- You spot problems in weeks, not months.
- Pattern recognition -- Cyclical trends become visible.
- Accountability -- Every person knows their number is reviewed every week.
Choosing Measurables
The hardest part of the Scorecard is choosing what to measure. EOS recommends 5 to 15 measurables for the leadership team. More than that dilutes focus; fewer than that misses important signals.
Leading vs. Lagging Indicators
| Type | Description | Examples |
|---|---|---|
| Leading | Activities that predict future results | Calls made, proposals sent, demos scheduled |
| Lagging | Results that have already happened | Revenue, profit, customer count |
TIP
A good Scorecard includes a mix of leading and lagging indicators. Leading indicators give you time to course-correct. Lagging indicators confirm whether the leading activities are working.
Good Measurables
A good measurable is:
- Objective -- A number, not an opinion. "Customer satisfaction" is vague; "NPS score" is a measurable.
- Owned -- One person is responsible for it. Not a committee.
- Weekly -- You can capture a meaningful number every week.
- Actionable -- If the number is off track, the owner can do something about it.
Example Scorecard
| Measurable | Owner | Goal | Week 1 | Week 2 | Week 3 |
|---|---|---|---|---|---|
| Revenue | CFO | > $200K | $210K | $195K | $220K |
| New Leads | VP Marketing | > 50 | 62 | 45 | 55 |
| Proposals Sent | VP Sales | > 10 | 12 | 8 | 11 |
| Support Tickets Resolved | Support Lead | > 95% | 97% | 93% | 96% |
| Code Deploys | VP Engineering | >= 2 | 3 | 2 | 1 |
Green cells (met goal) and red cells (missed goal) make it easy to scan the entire board in seconds.
Goal Formats
Each measurable has a goal that determines whether the number is on track or off track:
| Format | Meaning |
|---|---|
> 100 | Greater than 100 |
< 5 | Less than 5 |
= 10 | Exactly 10 |
>= 95 | Greater than or equal to 95 |
<= 3 | Less than or equal to 3 |
Most measurables use "greater than" (more is better) or "less than" (less is better).
Using the Scorecard in Meetings
During the Scorecard Review segment of the L10 Meeting:
- The team looks at the Scorecard as a whole.
- Numbers that are off track are noted.
- If a number needs discussion, it is dropped to the Issues list for the IDS segment.
- No discussion happens during the Scorecard Review itself -- just status.
This keeps the review to 5 minutes. The real work happens in IDS.
The 13-Week Trailing View
The Scorecard always shows the most recent 13 weeks (one full quarter). This trailing window is critical because:
- A single off-track week is noise. Three consecutive off-track weeks is a signal.
- You can see whether a new initiative is having an impact over time.
- Seasonal patterns become apparent.
INFO
EOS Hub's Scorecard feature automatically maintains the 13-week trailing view and color-codes each cell based on its goal.
Everyone Has a Number
A key EOS principle is that every person in the organization should have at least one measurable they own. This:
- Creates clarity about what matters in each role.
- Provides objective criteria for performance discussions.
- Aligns individual activity with team and company goals.
For the leadership team, these numbers appear on the team Scorecard. For individual contributors, measurables may be tracked at the departmental level.
Common Scorecard Mistakes
| Mistake | Fix |
|---|---|
| Too many measurables | Focus on 5-15. Ask: "If I could only see 10 numbers, which would I choose?" |
| Only lagging indicators | Add leading indicators for activities you can control |
| Measuring what's easy, not what matters | Start with outcomes you care about, then find the measurable |
| Not entering data on time | Make it a habit: enter your numbers before the L10 Meeting |
| No goals set | Every measurable needs a goal, otherwise you cannot tell if it is on track |
How EOS Hub Helps
EOS Hub's Scorecard feature provides:
- A grid view with 13-week trailing columns
- Color-coded cells (green = on track, red = off track)
- Goal format support (>, <, =, >=, <=)
- Owner assignment per measurable
- Direct "drop to Issues" from off-track numbers
- Dashboard trend chart built from Scorecard data
Related Pages
- Scorecard Feature -- Using the Scorecard in EOS Hub
- Level 10 Meeting -- Scorecard is reviewed in segment 2
- Six Key Components -- The Scorecard is part of the Data component
- Dashboard -- Scorecard trends displayed visually