SETTINGS | GENERAL

Cadence Rules

How to govern timing, accountability, enforcement, and automated weakness management across Scale B.O.S.S.

Cadence Rules is the administrative rulebook for the recurring operating rhythm inside Scale B.O.S.S. It defines how many active Critical Focus Objectives one person may carry, when recurring work is due, what the system enforces, who is accountable for key operating processes, which weaknesses open or close automatically, and who is responsible for scheduling quarterly strategy meetings.

This guide explains	Why it matters
CFO workload limits	Prevents team members from carrying too many active objectives at once, protecting focus.
Cadence timing	Establishes a predictable monthly and quarterly rhythm in place of informal timing.
Enforcement	Determines whether users must complete required cadence work before proceeding.
Named ownership	Makes recurring management processes explicitly accountable rather than assumed.
Weakness automation	Converts platform signals into visible management work quickly and consistently.
Meeting organizer assignment	Makes quarterly strategy-meeting logistics a named responsibility.

Audience

Cadence Rules is typically maintained by a Strategy Team administrator or organization owner responsible for operating governance. Changes on this page affect the entire organization.

Page overview

Cadence Rules is located under Settings > General. It is the only page in the General settings area that governs recurring operating behavior across the organization.

Administrative note

This is an org-level control surface. Changes here can affect due dates, approval expectations, enforcement, weakness generation and resolution, notifications, and meeting organizer assignment across the organization.

How to get there

Open the account menu from the top-right corner of the application.
Select Settings.
Stay in General.
Open Cadence Rules.

Figure 1. Cadence Rules consolidates cadence limits, deadlines, enforcement, ownership, weakness automation, and meeting organizer assignment into one administrative page.

From top to bottom, the page manages six areas: focus limits, deadline timing, enforcement, named ownership, weakness automation, and meeting organizer assignment.

CFO Limit

CFO Limit is a focus-protection control that sets the maximum number of active Critical Focus Objectives a single team member may carry at one time.

Figure 2. CFO Limit sets the maximum active objective load per team member.

Setting	What it changes	How an admin should think about it
Active CFO limit	Defines how many active CFOs a team member may carry simultaneously.	Set high enough to keep work moving, but low enough that the critical few remain truly critical.
Recommended range: 5–7	The platform's expected operating range for most teams.	Use as the default unless your team has a proven cadence that supports greater complexity.

Watch-out

If the limit is too high, CFOs become a storage list rather than a focus mechanism. If it is too low, leaders may work around the system.

Deadline Configuration

Deadline Configuration sets the recurring time logic behind the cadence, defining when work should be published, approved, surfaced, reviewed, and reminded.

Figure 3. Deadline Configuration defines the monthly and quarterly timing of recurring operating work.

Setting	Practical meaning	Why it matters
CFO Publish Deadline	The day of the month by which CFOs must be published.	Creates a firm objective-setting point and prevents indefinite draft drift.
Supervisor Approval	The point by which supervisors must approve CFOs.	Builds a real approval checkpoint into the monthly objective cycle.
Team Member Review Deadline	The day monthly team member evaluations are due.	Keeps people assessment from falling behind operations.
Evaluation Advance Visibility	How early the next month-end evaluation becomes the default view.	Gives managers time to prepare before the period closes.
KPI Update Reminder	How many days before period end KPI reminders are sent.	Improves reporting hygiene before reviews begin.
Meeting Scheduling Reminder	How early organizers are reminded before quarter end.	Prevents quarterly meetings from being scheduled too late.

Enforcement Rules

Enforcement Rules determines whether cadence items are mandatory or optional. When a rule is disabled, users may proceed without completing that requirement. When enabled, the cadence becomes an operating expectation.

Figure 4. Enforcement Rules enables or disables cadence requirements by workflow.

Rule	When enabled	Administrative implication
Master Control	All enforcement rules are toggled on or off together.	Useful for resets or phased rollouts, but risky if left disabled without intent.
Team to Market (TM)	Quarterly TM evaluations must be completed on cadence.	Appropriate when TM is part of active management review.
Key Business Drivers (KBD)	Quarterly KBD reviews are required.	Keeps driver review disciplined and visible.
Monthly Team Member Evaluations	Monthly people reviews are due on cadence.	High-value rule when leadership uses people data to inform scaling decisions.
Individual Goals	Quarterly goal tracking is required.	Useful when goal review is part of management discipline.
Strategy Meetings	Meeting attendance is tracked as part of the cadence.	Best when attendance and planning discipline are expected to be visible.

Process Ownership

Process Ownership assigns named accountability for the recurring management processes that sustain the cadence. The owner is not expected to complete every task personally — they serve as the platform's designated coordinator for follow-through and targeted notifications.

Figure 5. Process Ownership assigns accountable coordinators for major recurring processes.

Owner field	Primary responsibility	Why it matters
Business Essentials Owner	Coordinates completion of the annual BE evaluation.	Annual essentials work is easily delayed without explicit ownership.
Team to Market Owner	Coordinates quarterly TM evaluations.	Prevents TM review from becoming sporadic.
Key Business Drivers Owner	Coordinates quarterly KBD reviews.	Maintains visibility into the drivers that matter most.
Impact Charter Manager	Coordinates impact charter management and follow-through.	Prevents charter work from stalling between planning and execution.
Weakness Resolution Owner	Drives weakness resolution forward.	Ensures weaknesses move from visibility into action.

Recommended assignment pattern

Choose owners who can coordinate across departments, follow up consistently, and keep work visible.

Weakness Triggers

Weakness Triggers is the automation layer that converts system signals into visible management work. It ensures the weakness-resolution process does not depend on memory, manual review, or someone noticing a quiet change too late.

Figure 6. Weakness Triggers controls both automatic weakness generation and automatic resolution.

What this card does

It automatically opens weaknesses when configured conditions indicate risk or missing structure, automatically closes weaknesses when the underlying condition is corrected, and notifies users when a weakness has been assigned to them.

Automatic weakness generation

Trigger	What opens the weakness
Business Essentials weaknesses	A BE answer is marked No or Needs Work.
Team Capacity weaknesses	A team member's capacity becomes critically low or critically high.
Goal Without KPI weaknesses	A goal exists without a linked KPI for tracking.
Key Business Driver weaknesses	A KBD score falls below 1.
KPI Performance weaknesses	A KPI falls below the configured threshold.
Monthly Evaluation weaknesses	A monthly team member evaluation indicates at-risk performance.
Team to Market weaknesses	TM evaluation results show performance issues.

Automatic weakness resolution

Trigger	What closes the weakness
Business Essentials weaknesses	The related answer changes back to Yes.
Team Capacity weaknesses	Capacity returns to a healthy zone.
Goal Without KPI weaknesses	A KPI is linked to the goal.
Key Business Driver weaknesses	The KBD score improves to 1 or above.
KPI Performance weaknesses	KPI performance moves back above threshold.
Monthly Evaluation weaknesses	Monthly team member performance improves out of the risk condition.
Team to Market weaknesses	TM performance improves out of the weakness condition.
Weakness assignment notifications	A notification is sent when a weakness is assigned to a user.

Configuration principle

Only automate what leadership is prepared to review. Enabling too many triggers before the organization has an established weakness-management rhythm will produce noise rather than signal.

Meeting Organizers

Meeting Organizers assigns specific Strategy Team members to schedule quarterly strategy meetings. This eliminates one of the most common assumptions in growing organizations: everyone agrees the meeting matters, but no one is explicitly responsible for scheduling it.

Figure 7. Meeting Organizers assigns scheduling responsibility to named Strategy Team members.

What the card does	Why it matters
Lets administrators toggle individual team members on as meeting organizers.	Converts meeting logistics from an assumed responsibility into named accountability.
Works with the Meeting Scheduling Reminder in Deadline Configuration.	The reminder is only effective when the right people are configured to receive and act on it.

A sound operating pattern for Cadence Rules

Set the CFO limit to preserve focus.
Configure deadlines so publish, approval, evaluation, KPI update, and meeting schedules support one another.
Enable enforcement only for workflows leadership is genuinely prepared to review.
Assign owners before they are needed so the platform knows who is accountable.
Enable weakness triggers that reflect real operating risk, not every edge case.
Name meeting organizers so quarterly planning does not depend on memory.

Final takeaway

Cadence Rules is where Scale B.O.S.S. becomes an operating system. When configured well, recurring work surfaces on time, ownership is visible, weaknesses are identified faster, and quarterly rhythm no longer depends on memory.

Cadence Rules: Configure Operating Rhythm and Accountability