When accountability and reporting structure are unclear, people don’t know who to go to with questions or concerns - Gino Wickman

you’ll be faced with two types of issues regarding your people. The first is having the right person in the wrong seat. The second is having the wrong person in the right seat. In order to gain traction, you’ll need to address both.

As a rule of thumb, you should end up with five to 15 numbers — hopefully closer to five. There is such a thing as too much information, so keep it simple. Once you’ve identified all the categories, you then plug them into your Scorecard template.

Assign who owns each Rock. This is vital for clear accountability. Each of the three to seven company Rocks must be owned by one and only one person on the leadership team. When more than one person is accountable for a Rock, no one is accountable. The owner is the person who drives the Rock to completion during the quarter by putting together a timeline, calling meetings, and pushing people. At the end of the quarter, the owner is the one that everyone looks at to assure the Rock was completed.