Weekly Scorecard Template: One Number per Person
Too many numbers is the issue. Almost never too few.
My rule is simple. Everyone needs one number they're measured by and one thing they can impact. So this template starts with one row per person, each with a named owner, a weekly goal, a leading or lagging tag and 13 weeks of history. Above them sit the company rows younger companies most often get wrong: revenue, cost split into fixed and variable, and cash position.
Type straight into the table, add a row per leader, then download it as a CSV for your spreadsheet or print it for the meeting. Nothing you type leaves this browser.
Weekly scorecard template
Which one number does each person own, and is it on track this week?
What you get
- Company rows for revenue, fixed cost, variable cost and cash
- One row per person: owner, definition, goal, leading or lagging
- 13 week columns to see the trend
- Add rows, print, and download a CSV
Open the full template
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The first four rows are the company numbers: revenue, cost split into fixed and variable, and cash position. Below them, one row per person, each with one number they are measured by and can impact. The sales row is a worked example. Overwrite it.
| Number | Definition | Owner | Leading or lagging | Weekly goal | W1 | W2 | W3 | W4 | W5 | W6 | W7 | W8 | W9 | W10 | W11 | W12 | W13 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Revenue | Invoiced revenue this week | CEO | |||||||||||||||
| Cost, fixed | Payroll, rent and other fixed cost this week | Finance lead | |||||||||||||||
| Cost, variable | Cost that moves with sales this week | Finance lead | |||||||||||||||
| Cash position | Cash in bank minus committed payables | CEO | Above the cash floor | ||||||||||||||
| Qualified first meetings held | Meeting held with a buyer who fits the profile | Head of sales | 8 | ||||||||||||||
Five rules that keep it honest
- One owner per number, by name. Not a team. Co-ownership is non-ownership.
- Write the definition before week one, or the number will drift.
- Prefer leading numbers for people rows. The owner can still move them this week.
- Change a goal only at a quarter boundary, and retire a number nobody discussed in a full quarter.
- Red three weeks running: stop discussing the number and ask whether the goal is wrong, the measure is wrong, or the owner lacks the authority and the time to move it.
Independence
Leaders ADAPT is independent of EOS Worldwide, which owns the EOS name and its Scorecard tool, and of every other framework owner. We are not affiliated with, certified by or endorsed by any of them. This scorecard is our own template, and no proprietary worksheet is reproduced.
Where this fits
This template belongs to the guide on AI for companies running EOS, where the weekly scorecard is the easiest first place to automate and validate.
- AI for companies running EOSThe hub. Where AI fits in each part of the system.
- The weekly KPI scorecardExamples by function, owners, red numbers and the AI pull.
- The Level 10 MeetingWhere the scorecard gets read every week.
- The weekly business reviewThe numbers review inside the leadership meeting.
Common questions
How many numbers should a weekly scorecard have?
Start with one number per person on the leadership team, plus revenue, cost and cash position for the company. A team of seven lands at about 11 rows. Most teams sit between 5 and 15. If you have 40, you have a dashboard, and dashboards get scrolled rather than discussed.
Why split cost into fixed and variable?
Because margins swing with staffing cost when the two are mixed. Staffing is usually the bigger pool and it behaves differently from cost that moves with sales. Younger companies often skip this split, and skip the cash position too, which turns a bad month into a mystery instead of a line on the scorecard.
What is the difference between a leading and a lagging number?
A lagging number reports what already happened, such as revenue booked. A leading number predicts it, such as qualified first meetings held. An owner can still move a leading number this week, which is why most person rows should be leading, with the company rows kept for context.
What happens when a number is red three weeks running?
Stop discussing the number and ask three questions. Is the goal wrong? Is this the wrong measure for the outcome we want? Does the owner have the authority and the time to move it? And when someone keeps saying on track while everyone knows it is not, the whole team has to say so out loud.
A scorecard that fills itself, and can be trusted
What it is: A fractional AI executive who installs the scorecard pull, the pre-reads and the validation rules inside the operating system you already run, with every decision kept with your managers. Who it is for: CEOs running EOS or a similar system who want a weekly scorecard that builds itself and can be trusted.