Map clear leadership accountability across your business functions — identify gaps, delegate smarter, and build a team that scales.
You'll work through the five building blocks of the Role Scorecard Generator tool — from identifying your core business functions to diagnosing structural gaps in your leadership team.
A common mistake is to start from who you have and work backwards. Instead, start from what the business needs — then see who fits. This reveals gaps you might otherwise miss.
Nothing is sent to a server. Your answers are stored locally in your browser and never leave your device.
The essential functions every company must manage to operate and grow. These exist regardless of company size — in a small team, one person may own several.
Without naming functions explicitly, they fall through the cracks or stay with the founder by default. This is the first step to building a scalable organization.
List every major function in your business. We've pre-filled common ones — edit, remove, or add to match your company. Think about what needs to happen, not who currently does it.
Optionally add your internal title for each function — how you actually refer to this role in your company. This makes the chart feel like yours, not a generic template.
Don't worry about mapping to your org chart. One person can (and often does) own multiple functions. That's useful information for the diagnostic later.
Tip: Most growing businesses have 8–12 core functions. If you have fewer than 6, you may be grouping too many things together. If more than 15, you may be listing tasks rather than functions.
Edit the pre-filled suggestions or replace them with your own. Leave rows blank if not needed.
The single leader accountable for each function. Not a team. Not "shared." One name, one person, one seat.
If more than one person is accountable, no one is. Clear single-point accountability eliminates confusion, speeds up decisions, and ensures nothing is orphaned as you grow.
For each function, name ONE person. Then apply two critical tests to check if they're the the right person in the right role:
If someone fails both tests, they may not be right for this seat. If someone's name appears in many seats, that's a bottleneck to address.
NB: It's perfectly fine for one person (especially the CEO) to own multiple functions in a small company. The goal isn't to have different people everywhere — it's to make the reality visible so you can plan for growth.
For each function you listed, name the person accountable and assess the two tests.
1–2 key performance indicators for each function that tell you whether things are on track — before it's too late to act.
Without KPIs, you're managing by gut feel. Leading indicators are your early warning system — they let you course-correct before small problems become crises.
For each function, pick 1–2 measurable metrics. Focus on leading (forward-looking) indicators over lagging ones:
Then set a quarterly target for each KPI. Quarterly targets keep the rhythm tight — annual targets are too distant to drive behavior.
Ask: "What number, if I watched it weekly, would tell me this function is healthy?"
How this connects: These KPIs and quarterly targets feed directly into the E5 People Drivers and E6 Process Drivers sections of the Execution Planner. They also form the backbone of each person's Role Scorecard — the measurable outcomes that define success in their role, reviewed quarterly rather than annually.
For each function, define 1–2 leading indicators you can track weekly or monthly.
The financial results each function is accountable for — drawn from your Profit & Loss, Balance Sheet, or Cash Flow statements.
Connecting functions to financial results creates real accountability. It helps everyone understand how their work impacts the bottom line — and makes financial reviews more meaningful.
For each function, specify which P/L, B/S, or Cash Flow line items they influence. Use your financial statements as a guide:
For each function, specify the P/L, B/S, or Cash Flow items they drive.
Role Scorecard connection: The KPIs and quarterly targets you defined in F3 should map directly to each person's Role Scorecard. A Role Scorecard defines the outcomes (not activities) that make someone successful in their role — and these quarterly targets are exactly that. Review them every quarter, not just annually.
Your company's 3–5 Core Values and the specific observable behaviors that demonstrate each one. These are the non-negotiable principles that define your culture.
Core Values drive the "Right person" half of the the right person in the right role equation. Someone can be brilliant in their role (right role) but toxic to the culture (Wrong Person). The Role Scorecard uses these values to rate every team member — quarterly.
Enter your 3–5 Core Values. For each, describe 1–2 observable behaviors — what does it look like when someone lives this value?
If you've completed the Strategy Clarifier (S2), you already have these. Copy them directly.
These values will appear on every Role Scorecard you generate from this tool.
Tip: Good Core Values are discovered, not invented. They already exist in your best people. If your list has more than 5, you may be including aspirational values — which belong in a different category. Stick to the values that are truly non-negotiable today.
Enter each Core Value and describe the behavior that demonstrates it. Leave rows blank if you have fewer than 5.
Four diagnostic questions that reveal the most common structural gaps in your leadership team. These surface bottlenecks that hinder growth.
Completing the chart is only half the work. The real value comes from analyzing it — finding overloaded leaders, empty seats, overlapping accountability, and people who may not be the right fit.
Review your completed chart above and honestly answer each question. Don't just identify issues — note what you plan to do about them. These are your action items.
Be specific: name names, name functions, and describe the gap or risk.