Scale B.O.S.S. Team Dashboard Guide

What the Team Dashboard is for

The Team Dashboard is the leadership view for team health across Scale B.O.S.S. It takes information that would otherwise be scattered across individual evaluations, Critical Few Objectives, goals, charters, capacity reviews, and status conversations, and pulls it into one operating view.

That matters because scaling problems rarely show up in only one place. A team can look busy but still be underperforming. A team can have strong trait scores but weak execution on CFOs. A team can appear healthy at a glance while evaluation completion is so low that leadership is effectively flying blind. The Team Dashboard exists to prevent that kind of false confidence.

In practical terms, this page helps leadership answer questions like these:

How healthy is the team overall?
Are performance scores trending up, down, or flat?
Do we have a few top performers, or mostly a team that is merely meeting expectations?
Are Critical Few Objectives actually moving?
Is capacity healthy, or are we pushing load into people who are already close to full?
Which team members deserve a closer look right now?

This page is not just a reporting surface. It is a decision-making surface. A strong management team should be able to open this dashboard and quickly spot the next conversation that matters.

Team Dashboard overview

Why this page matters so much

The Team Dashboard becomes more valuable as the organization grows.

When a company is small, a founder or team lead can often keep most people data in their head. They know who is carrying the load, who is slipping, who needs coaching, and who is ready for more. That breaks down fast as the business scales.

Once there are multiple departments, multiple managers, more active CFOs, more goals, and more evaluation cycles, leadership needs a structured way to see patterns instead of relying on impressions.

That is the purpose of this dashboard.

It helps leadership move from:

“I think the team is doing okay”
to “here is what the data says about performance, workload, execution, and readiness.”

It also helps the leadership team avoid one of the most common scaling mistakes: pushing harder on growth without understanding whether the team can actually carry the load.

How the Team Dashboard fits with the rest of the Team area

The Team Dashboard sits inside the broader Team area, alongside:

Evaluations
Team Dashboard
Capacity Dashboard

Within the Team workspace itself, the dashboard depends on information coming from the adjacent management workflows:

Evaluations provide trait scores, comments, and overall performance context.
CFOs provide active execution commitments and progress.
Goals provide longer-horizon development and achievement targets.
Capacity provides a workload-readiness signal.
Charters and tracked weaknesses provide structural context around improvement work connected to the person.

That is why this page is powerful. It does not show one isolated metric. It shows how performance, execution, workload, and capacity interact.

The most important principle: this dashboard is only as honest as the inputs

This page only works when managers use the underlying tools honestly.

If evaluations are inflated, the dashboard will overstate team health. If CFO progress is updated casually, the dashboard will overstate execution. If goals are vague, the dashboard will show activity without clarity. If capacity is guessed poorly, the dashboard will hide overload. If evaluation completion is low, every team-level conclusion becomes weaker.

That is why honesty matters so much here.

A fake dashboard is worse than no dashboard. A fake dashboard gives leadership confidence they have not earned.

A useful dashboard is built on:

honest trait ratings
real comments
current CFO status
clean goal definitions
thoughtful capacity inputs
consistent monthly review discipline

If the team wants this page to produce insight, it has to feed the page real information.

How the page is organized

At a high level, the Team Dashboard is built around five layers of insight.

1. Filter context at the top

The filter bar determines the lens through which the rest of the dashboard is read.

In the screenshot, leadership can set:

the historical window, such as Trailing 12 Months
the scope, such as Organization-Wide
and refresh the view using the refresh icon

This matters more than it may seem.

The historical window changes whether the user is reading a short-term pulse or a longer trend. The scope changes the population being analyzed. A dashboard read at the organization-wide level answers different questions than the same dashboard filtered to a department or business unit.

Good management practice is to review both:

broad organizational trends, and
narrower team-level slices where responsibility actually lives

2. Summary KPI cards

At the top of the page, Scale B.O.S.S. surfaces a row of high-level team indicators:

Team Members
Avg Trait Score
Avg CFO Score
Eval Completion
Active CFOs

These cards are meant to orient leadership before they read the deeper charts.

3. Trend and highlight views

The next layer shows how team performance is moving over time and whether there are immediate standout or at-risk people.

4. Diagnostic visualizations

The middle section breaks the team down by evaluation tier, CFO alignment, CFO completion, and AI-generated insight.

5. Drill-down detail

The lower section turns the dashboard from a summary page into a working management tool through the searchable performance table and the team member summary drawer.

The top KPI cards: what each one means

Team Members

This card shows how many people are included in the current dashboard scope.

This is the denominator for almost everything else on the page. Leadership should never interpret the dashboard without first understanding who is actually included in the view.

A dashboard with 4 executive leaders will behave very differently than a dashboard with 21 organization-wide team members.

Avg Trait Score

This is the average of the team member trait evaluation scores across the selected scope and historical window.

This is the clearest quick indicator of overall team performance quality, but it should never be read alone. An average can hide spread. A team average can look acceptable while one group is outperforming and another is sliding.

Use this card as the headline, then confirm the real story in the distribution chart and the performance table.

Avg CFO Score

This card reflects the average score connected to Critical Few Objective performance across the visible team.

This matters because trait strength and execution strength are not the same thing. A team can look capable in theory but still struggle to move important objectives. This card helps leadership avoid confusing potential with traction.

Eval Completion

This card is one of the most important on the entire page.

It tells leadership whether the current evaluation cycle is actually complete enough to trust the rest of the dashboard.

If this number is low, the dashboard is partially blind. If this number is zero, the dashboard may still show historical and workload signals, but leadership cannot honestly claim it has a current, complete view of team performance.

In the screenshot, Eval Completion is 0%. That is not a small issue. That is a management risk. It means the organization cannot reliably identify who is rising, who is stalling, or who needs intervention in the current cycle.

Active CFOs

This card shows how many Critical Few Objectives are currently active across the selected team scope.

This matters for two reasons:

it shows whether the team has meaningful owned execution in motion, and
it helps leadership calibrate workload intensity

Too few active CFOs may indicate weak focus or poor adoption of the management rhythm. Too many active CFOs may indicate overload or sloppy prioritization.

Trait Score Trends: how to read the trend chart

The Trait Score Trends card shows performance movement over time.

In the screenshot, the chart is in Members mode, which means each colored line represents an individual team member’s average trait score across the selected months.

The card also includes a Members / Traits toggle. This lets leadership switch between:

a member-based view, and
a trait-based view

That design is important because leadership sometimes needs to ask two different questions:

How is each person trending?
Which traits are improving or weakening across the team as a whole?

Trend and diagnostics section

What the chart shows

In Members mode, each line tells a story about one team member’s pattern across time.

That helps leadership spot:

steady performers
improving performers
declining performers
volatile performers
outliers far above or below the pack

Why it matters

A static score can be misleading. Trend tells a better story than a snapshot.

For example:

A team member at +0.4 who has risen from -0.4 may be on a strong coaching path.
A team member at +0.8 who has fallen from +1.2 may need intervention even though the current score still looks respectable.
A flat line at 0 may indicate adequacy without development.

What to look for

Look for these patterns first:

A downward slope across multiple months. This usually deserves a conversation.
A flat but low line. This often signals someone who is functioning but not really developing.
A sharp gap between one person and the rest of the team. That can reveal either a standout contributor or a role/person mismatch.
Convergence near average. This may indicate consistency, but it can also mean the team is clustering in the middle without real top performers.

What good use looks like

A strong leader does not use this chart to shame people. They use it to ask better questions:

What changed?
Is this a coaching issue, a support issue, or a role issue?
Is the trend driven by execution, culture fit, bandwidth, or unclear priorities?

Team Highlights: top performers and at-risk members

The Team Highlights section gives leadership a faster, simpler interpretation layer.

It typically surfaces:

Top Performers
At-Risk team members

In the screenshot, the dashboard highlights Morgan Lee as a top performer with a score labeled Exceeding.

This is helpful because managers should not have to hunt through tables to find clear standouts. Likewise, when someone enters a risk zone, the dashboard should help leadership surface that quickly.

Why this section matters

A leadership team that only uses dashboards to look for problems is missing half the value. A scaling company also needs to know:

who is ready for more
who should be used as a benchmark
whose behaviors are worth replicating

Top performers are not just recognition data. They are operating examples.

What to look for

Is the same person showing up consistently as a top performer?
Are there no top performers at all?
Are at-risk names appearing repeatedly?
Is the team producing strong results in one function but not others?

A healthy dashboard should make both strength and risk visible.

Performance Distribution: what the team looks like by tier

The Performance Distribution card groups team members by evaluation tier.

It includes both a Chart and Table toggle, so leadership can read the information visually or in a more tabular format.

What the chart is showing

This view is answering a simple but critical question:

How is the team distributed across performance tiers?

That matters because team averages can hide the shape of the population.

A team with an average around +0.6 could mean:

most people are performing solidly, or
a few people are carrying the average while others lag badly

The distribution chart solves that ambiguity.

The evaluation tiers

Scale B.O.S.S. groups performance into practical tiers. The legend shown on the dashboard uses these ranges:

Critical Risk: less than -1.5
Watch List: -1.5 to -1.0
Below: -1.0 to -0.5
Meeting: -0.5 to 1.0
Exceeding: 1.0 to 1.5
Top Performer: 1.5 and above

These thresholds matter because they convert abstract averages into management language.

How to interpret the example

In the example shown, the distribution is heavily concentrated in Meeting, with a smaller number in Exceeding and none in the lower-risk tiers.

That tells leadership something important:

the team is broadly functioning
there may not be a deep risk problem right now
but the team may also have limited standout depth if very few members are landing in Exceeding or above

What to look for

Too many people in Meeting with almost nobody in Exceeding may signal a team that is stable but not leveling up.
Too many people in Below, Watch List, or Critical Risk signals a coaching, hiring, support, or role-design issue.
A very small number of Top Performers may be normal, but if the team has none over time, leadership should ask whether standards are too low, feedback is too vague, or development is not happening.

AI B.O.S.S. Insights: how to use the insight panel well

The AI B.O.S.S. Insights card provides synthesized observations based on the team data currently visible on the dashboard.

In the screenshot, the system is surfacing observations such as:

evaluation completion blind spots
CFO health concerns
a standout operations contributor outperforming peers

What this panel is good for

This panel is valuable because it helps leadership spot patterns quickly, especially when the dashboard contains multiple simultaneous signals.

It is especially useful for:

surfacing blind spots the manager may not have noticed
turning raw metrics into suggested next conversations
helping leadership prioritize where to look next

What this panel is not for

AI insights should not replace judgment.

This panel should be treated as:

a prompt
a synthesis layer
an assistant to leadership thinking

It should not be treated as the final verdict on a person, a team, or a department.

Best practice

Use the insights panel like this:

Read the insight.
Verify it against the underlying charts and table.
Decide whether the signal is real.
Turn it into a management action only after validation.

That keeps the AI useful without letting it become reckless.

CFO Alignment Overview: are the important objectives actually moving?

The CFO Alignment Overview card shows how Critical Few Objectives are distributed by status across the team.

The view can be toggled by:

Department
Business Unit
Member

In the screenshot, the view is set to Member, so each horizontal bar belongs to an individual person.

The status legend

The legend in the chart includes:

In Progress
Complete
Not Started
Blocked
Cancelled

That gives leadership a much richer execution picture than simply counting how many CFOs exist.

Why this chart matters

This chart answers a key execution question:

Are important objectives really moving, or are they just assigned?

A person with several CFOs that are all Not Started tells a different story than a person with the same number of CFOs mostly in progress or complete.

What to look for

team members carrying too many in-progress items
team members with many CFOs but weak completion movement
departments with uneven execution discipline
clusters of not-started or blocked work
completion that is concentrated in one or two people instead of distributed where it should be

A good team dashboard should help leadership distinguish between visible work and actual traction.

CFO Completion Rate: the execution pulse

The CFO Completion Rate card uses a circular visualization to summarize execution progress.

The chart shown combines two distinct signals:

Active share
Average Progress

In the screenshot, the legend indicates Avg Progress (50%) and Active (100%).

How to read it

The outer signal shows whether CFOs are active at all. The inner signal shows how far those active CFOs have progressed on average.

This distinction matters.

A team can have 100% active CFOs and still have weak movement if average progress is low. Likewise, progress can look strong for a small set of active CFOs while too many other items never started.

What to look for

high active share with low progress: execution has started, but momentum may be weak
low active share: priorities have been assigned poorly or not activated
high progress with low completion over time: work may be drifting or staying stuck in progress

This card is a quick execution pulse, not the whole story. It should always be read with the CFO Alignment Overview.

Average Trait Scores: what the team is good at and where it is thinner

The Average Trait Scores card shows the team’s average rating for all eight leadership dimensions used in the individual evaluation workflow.

The screenshot shows these dimensions:

Experience
Talent
Work Ethic
Teamwork
Modesty
Focus
Attitude
Resources

Average trait scores

Important note about Resources

The dashboard explicitly notes that Resources is contextual and not included in the score.

That is important and should not be overlooked.

Resources is not judging the person the same way the other traits are. It is capturing access to tools, budget, support, or enablement needed for success. A lower resources signal is not necessarily a performance problem. It may be an operating-system problem.

Why this card matters

This card helps leadership move beyond general impressions like “the team feels solid” and see where the team is stronger or weaker dimension by dimension.

Examples:

A strong Work Ethic average but weaker Focus average may mean people are working hard but not on the right priorities.
Strong Talent and Experience with weaker Teamwork may signal collaboration friction.
Good trait averages with weak Resources may point to structural support gaps rather than people problems.

What to look for

Look for gaps between the dimensions, not just the raw values.

A team that is balanced across most traits is different from a team that is strong in effort but weak in coordination, or strong in talent but weak in discipline.

This view is especially useful when leadership is trying to decide whether a problem should be solved through:

coaching
role redesign
process support
better tools
hiring
different management cadence

Team Performance table: the most actionable part of the dashboard

The Team Performance table is where the dashboard becomes operational.

This table includes:

a search bar
sortable columns
color-coded metric fields
trend indicators
drill-down access into a team member summary

Team performance table

What the table shows

The columns visible in the screenshot include:

Name
Department
Status
CFO Score
Trait Avg
Capacity
Trend

This is one of the strongest parts of the page because it lets leadership move from broad summary to person-by-person analysis without leaving the dashboard.

How to use the search and sort tools

The search bar allows users to search by name, title, department, or status. That makes it possible to narrow the table to a relevant slice quickly.

The sortable columns matter because different management questions require different sorts.

Examples:

Sort by Trait Avg to find the strongest and weakest performers.
Sort by Capacity to find people closest to overload or with more room.
Sort by CFO Score to compare execution quality.
Sort by Trend to find people moving in the wrong direction even if their current score still looks acceptable.

What the colors are doing

The table uses color in a practical way.

Trait averages and CFO scores are shaded by performance tier.
Capacity is shaded by health level.
Trend icons use visual directionality so leaders can scan improvement, decline, or flat movement quickly.

This is helpful because a manager should not have to read every row word-for-word to find the signal.

What the Status column should tell you

In the screenshot, the table shows Not Started for many entries. In practice, this kind of field is most useful when it tells leadership whether the current management cycle has actually advanced for that person.

When a team dashboard shows many people in a not-started state, leadership should not ignore it. That is usually not a people problem first. It is a management rhythm problem.

What good use looks like

A good manager uses this table to identify the next five conversations.

A poor manager uses it only as a ranking board.

The purpose is not to create a leaderboard for ego. The purpose is to identify:

who needs coaching
who needs support
who is underutilized
who is overloaded
who is ready for more
where execution and performance are out of sync

Team Member Summary drawer: how to drill into one person without leaving the dashboard

When a user clicks into a team member, Scale B.O.S.S. opens a Team Member Summary drawer on the right.

This is one of the most useful design choices on the page because it preserves context. Leadership can stay inside the dashboard while opening a focused view of the person.

Team member summary drawer

What appears in the summary drawer

The drawer includes:

employee identity
role and department
reporting relationship
Historical View selector such as Trailing 12 Months
Performance summaries:

Trait Average
Resource Average
Capacity Average

Workload summaries:

CFOs
Goals
Outstanding
Charters

recent Evaluation periods that can be opened

Why this is important

This summary panel gives leadership a compact but meaningful individual picture.

Instead of asking only whether someone is high or low in one metric, the manager can now see:

how the person is performing overall
what their workload looks like
whether capacity is healthy
how many execution commitments they are carrying
whether unresolved items are piling up
which evaluation periods deserve a closer look

This is what turns the Team Dashboard into a real supervisory tool instead of a static report.

What to look for in the summary drawer

Trait Average

This is the main performance signal. Read it first, but not alone.

Resource Average

This helps distinguish people problems from support problems. If resource average is weak, leadership should ask whether the person has what they need to succeed.

Capacity Average

This is the workload-readiness signal. Healthy capacity with weak execution suggests one problem. Unhealthy capacity with weak execution suggests another.

CFOs / Goals / Outstanding / Charters

These tiles help leadership understand not just how the person is performing, but what they are carrying.

Evaluation history

This lets the manager move from summary to evidence. A trend should lead to opening the underlying evaluation periods and reading the actual notes.

What leadership should be looking for on this page

A great Team Dashboard review is not just about reading numbers. It is about spotting relationships.

Here are the most important ones.

1. Good trait scores but weak CFO execution

This usually means the issue is not raw capability. It is more likely to be:

unclear priorities
poor accountability rhythm
too many competing objectives
blocked execution
weak follow-through

2. Strong CFO movement but weak trait scores

This can happen when a person is getting work done but leaving damage behind them in teamwork, focus, attitude, or role maturity. That often becomes a scaling problem later if it is ignored.

3. Healthy capacity but weak performance

This usually means the person is not overloaded. The issue may be fit, skill, focus, discipline, management clarity, or motivation.

4. Weak capacity but decent performance

This may indicate a person who is still delivering but under strain. Leadership should not wait for this to turn into burnout, slippage, or quality problems.

5. Low evaluation completion

This is not just an admin problem. It is a visibility problem. It means the dashboard is underfed and leadership is making decisions with missing information.

6. A narrow top-performer bench

If only one or two people consistently land in Exceeding while the rest of the team clusters in Meeting, leadership should ask whether development and coaching are producing enough lift.

7. Declining trend with decent current score

This is one of the easiest problems to miss. A person can still look fine in the current moment while sliding month after month.

What a good dashboard review looks like

A strong dashboard review is:

regular
honest
comparative
evidence-based
followed by action

A good review usually follows this sequence:

Confirm the scope and historical window.
Check Eval Completion before trusting the rest of the page.
Read the summary KPI cards.
Scan the trend chart for movement and outliers.
Review top performers and at-risk indicators.
Check the distribution shape.
Read AI B.O.S.S. Insights as prompts, not verdicts.
Review CFO alignment and completion.
Read the average trait dimensions.
Use the performance table to identify who needs a closer look.
Open the team member summary drawer for those people.
Leave the meeting with decisions, not just observations.

Those decisions may include:

coaching priorities
support changes
role redesign
CFO rebalancing
hiring decisions
charter ownership changes
follow-up reviews

What a bad dashboard review looks like

A weak dashboard review usually has one or more of these flaws:

treating the dashboard like a vanity report
ignoring low evaluation completion
using averages without checking distribution
ranking people without reading context
overreacting to one metric
skipping the trend data
using AI insights without validation
failing to turn insight into action

The page is only valuable if it drives better leadership behavior.

How to judge whether the dashboard is telling a trustworthy story

Before making a major decision based on this page, ask:

Are evaluations current?
Are ratings honest?
Are CFO statuses updated?
Are goals defined clearly?
Is capacity recent enough to trust?
Does the summary agree with the underlying evidence?

If the answer to several of those questions is no, then the dashboard should be treated as directional rather than definitive.

A practical monthly operating rhythm for this page

A strong way to use the Team Dashboard inside Scale B.O.S.S. is:

Weekly or biweekly

scan CFO alignment and completion
identify blocked or stalled execution
check for emerging workload imbalance

Monthly

complete evaluations
review the dashboard organization-wide
review it again by department or business unit
identify coaching and capacity moves
update charters, CFO ownership, or goals where needed

Quarterly

compare trend movement over a longer window
assess whether the team is getting stronger, not just staying afloat
identify who is ready for more responsibility
identify which roles need redesign, added support, or replacement

Final guidance: what this dashboard should help leadership do

The best use of the Team Dashboard is not simply knowing who is doing well.

The best use is knowing:

where the team is strong
where the team is merely adequate
where execution is drifting
where capacity is tight
where performance is rising or falling
who is ready for more
where leadership must intervene before growth exposes the weakness

That is why this page matters.

A real team dashboard should reduce guesswork. It should increase honesty. It should sharpen coaching. And it should help leadership scale the business with a clearer understanding of the people carrying it.