In July 2019, my company’s Leadership Team starting working with Justin Maust, a Certified EOS Implementer. We have been functioning on EOS since that time, so for the last six months. Thus far, EOS has been highly valuable for us. It has forced us to confront difficult issues, solve them and move on. At times it has been uncomfortable, but always valuable.
For this article, I want to focus on one specific EOS tool, the scorecard. It has taken me some time to wrap my head around the details of this tool, but I think I am starting to grasp it, so wanted to share some thoughts.
What is the scorecard?
According to EOS, the scorecard is made up of the 8 to 12 most important measurables for your company (or department for the departmental scorecard). Pretend you are on an island and the only connection between you and your company is the scorecard, delivered to you on a weekly basis. What are the most important measurables that will tell you what you want and need to know?
Each week, in an L10 meeting, the scorecard measurables are reported on. They are either “on-track” or “off-track.” The goal is for every measurable to be “on-track” every week. Why? These are your most vital measurables. Each and every scorecard measurable that is “off-track” is “dropped down” and discussed in the issues solving portion of the L10 meeting.
How I was missing the point
When we first started EOS, we had a tremendous amount of issues to solve. What ended up happening was “off-track” scorecard measurables were getting lost and not discussed and solved. This began building a poor habit amongst the members of the Leadership Team. “Off-track” scorecard measurables weren’t a huge deal. We figured we would eventually figure them out and continued to solve other issues.
What this created
The following things began happening:
What am I learning?
I am positive I still have much to learn about the scorecard and all of the other EOS tools. I am looking forward to the journey ahead.
Thank you for reading.
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