Something I’ve learned over the years is that the problems holding a business back are rarely hidden—they’re just not being measured. If you’re not looking at the right numbers, it’s almost impossible to know what’s really going on, let alone what to fix. That’s where the power of a simple scorecard comes in.
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I like to start with something relatable. Think about a gym membership. Plenty of people have one, far fewer actually use it. Six months later, they’re frustrated, locked into a contract, wondering where their money went. Why? Because they never tracked it. They weren’t measuring the behaviour that mattered, which was turning up and doing the work. Businesses fall into the same trap all the time. They collect data that looks official, like a profit-and-loss statement, but those numbers are lagging indicators. Once they’re in front of you, it’s too late to change them. What you really need are leading indicators, the activity-based numbers that predict outcomes and let you step in before something derails.
When I work with teams on their scorecards, we strip it right back to what truly matters. A scorecard is not about having dozens of figures. It’s about a small set of consistent, visible numbers that are checked every week. That consistency forces conversations, makes accountability clear, and gives you clarity on whether you’re heading in the right direction. If something looks off, you address it immediately rather than ignoring it until it snowballs.
One client of mine, who ran multiple clinics, hated the very idea of a scorecard. He kept trying to convince me everything was fine. Yet the scorecard told a different story. Weekly visits were trending down, which meant cash flow was tightening, referrals weren’t landing, and marketing wasn’t delivering. The data was right there in black and white, but he didn’t want to face it. In the end, he refused to engage with the process, and we parted ways. That’s the thing with scorecards: they don’t let you hide. They shine a light on issues you might not want to see, but that’s exactly why they’re valuable.
Of course, it’s not just about spotting problems. A good scorecard also strengthens alignment. Every function of the business has a number, whether it’s sales, marketing, operations, delivery, or finance. Everyone knows what they’re responsible for. That way, when the leadership team meets, the conversation isn’t about vague impressions or feelings—it’s about whether the numbers are on track. And when they’re not, it sparks productive problem-solving instead of finger-pointing.
During the Masterclass, I had some fun building a live scorecard example using Uncommon Experiences itself as the “client.” The goal we set was simple but powerful: 150 happy members. Not just members, but happy ones. That word happy matters because it captures the kind of community that thrives on connection and engagement. But it also raises the challenge: how do you measure happiness? We played with some ideas. Maybe it’s as simple as a post-event feedback tool—the happy or sad face buttons you see at airports. Maybe it’s a short survey after each event. The exact method doesn’t matter as much as the discipline of choosing an indicator and tracking it consistently.
Other indicators we identified included no-shows at events, turnout at members-only sessions, and how many guests existing members were inviting along. These numbers are all leading indicators. If no-shows start to climb, it’s a sign of disengagement. If members aren’t inviting guests, it may mean the experience isn’t strong enough to share. On the flip side, strong numbers in these areas point towards growth and a healthy community. The point is, each of these measures ties back to the bigger goal of creating and sustaining happy members.
I should say too that the best scorecards aren’t about drowning in data. I’ve seen organisations with fifty different measures on a spreadsheet, and it just paralyses them. They spend all their time analysing and none of their time acting. The real strength of a scorecard is that it distils everything down to a few critical numbers. That simplicity frees you to focus on conversations, decisions, and actions. It’s not about perfection. It’s about visibility and course correction in real time.
What makes scorecards powerful isn’t just the numbers themselves, but what they spark. They open up conversations that might otherwise never happen. They expose hidden issues before they become crises.
They give everyone in the business—from leaders to team members—a way to see how their role contributes to the bigger picture. And most importantly, they keep you honest. When the scorecard says zero, there’s no pretending everything’s fine.
If there’s one thing I hope you take away, it’s this: don’t wait until the numbers you’re tracking are too late to act on. Start identifying the activities that actually drive outcomes in your business. Put them on a scorecard, review them weekly, and watch how it changes the way you lead and the way your team engages.
If this struck a chord and you’re curious about building a scorecard for your own business, let’s continue the conversation. I’d love to hear what you’re measuring now, what’s missing, and where a simple set of numbers could give you the clarity and confidence to move forward. See you at the next Masterclass—or better yet, let’s grab a coffee and dive into your numbers together.