You’re running a company. Which means you’re already doing a thousand things “right.”
But if your leadership team is still arguing in meetings, surprised by missed numbers late in the month, or chasing 30 KPIs that don’t change behavior… you don’t have a data problem.
You have a simplicity problem.
The sacred Scorecard rule: it should fit on one page
If it doesn’t, it’s not done.
I know that sounds blunt. It’s supposed to.
Because once your Scorecard spills onto page two, you’ve crossed the line from leading indicators to interesting information. And interesting information is the fastest way to burn time, attention, and accountability.
A one-page Scorecard does three things exceptionally well:
1) It forces tradeoffs
You can measure everything. You just can’t manage everything.
A great leadership team chooses the 5–15 numbers that truly predict the future of the business. Not the numbers that “feel important,” not the numbers someone likes reporting, and not the metrics your software happens to make easy.
2) It creates ownership
Every number has a name next to it.
Not a department. Not “the team.” A human.
Because the moment everyone owns a number, no one owns it. And when the number goes red, you don’t debate it. You solve it.
3) It drives weekly action
Monthly financials are necessary. They are also lagging.
A Scorecard is a weekly heartbeat. It tells you early (before the month is over) whether you’re on track or drifting. That’s how you get calm and proactive instead of reactive and surprised.
Here’s the test I give leadership teams:
Look at any Measurable on your Scorecard and ask:
- “If this goes red next week, will we know exactly what to do?”
- “Is this number predictive, or just a result?”
- “Would removing this number make us blind, or simply less busy?”
If it’s not predictive, owned, and actionable… it doesn’t belong on the Scorecard. Put it on a dashboard if you want. But don’t pretend it’s the instrument panel you use to fly the plane.
Why this matters for companies of any size
Complexity isn’t optional; it’s inevitable. It happens, even when you do everything you can to stop it.
More customers, more people, more vendors, more systems, more moving parts.
Your job isn’t to eliminate complexity. Your job is to build a simple operating system that keeps the organization aligned as complexity increases.
A one-page Scorecard is one of the most reliable tools I’ve seen for doing exactly that.
Because simple wins.
If you want help building a one-page, leadership-level Scorecard (with clear owners, weekly Measurables, and the right leading indicators), register for an upcoming Data Workshop.
We’ll cut the noise, keep what matters, and leave you with a Scorecard your team will actually use.
