Executive Dashboard

Operating guide for reading leadership performance, business health, and execution inside Scale B.O.S.S.

This page is the company's leadership cockpit — designed to surface revenue, evaluation health, weakness execution, strategic progress, and team accountability in one connected view.

Primary use

Cross-functional decision dashboard

Best for

CEO, CFO, Strategy Team, senior leaders

Core question

Are we growing in a healthy, executable way?

A weak leadership review looks at revenue and stops. A strong leadership review uses the Executive Dashboard to connect results, operating health, structured improvement, and team execution. That is the purpose of this page.

What this page helps leadership answer

Are we producing results? Is the business foundation healthy enough to support them? Are identified weaknesses being converted into real work? Are strategic priorities, CFOs, goals, and team performance moving together — or drifting apart?

Full Executive Dashboard view showing the topline revenue hero chart, evaluation cards, weakness execution, and strategic and performance sections.

How to use this page

Set the time range first. Trend-oriented cards should be read in the correct historical context before any discussion begins.
Use it as both a fast scan and a meeting agenda. It supports quick checks, monthly operating reviews, and quarterly reset conversations.
Read from outcomes to execution. Start with revenue, move to health, then verify whether the business is acting on what it has learned.
No single card tells the whole story. The page is most powerful when the cards are read together.

Recommended reading order

1) Top Line Revenue 2) Business Essentials / Team to Market / KBD Ratings 3) Weakness Resolution / Impact Charters 4) Strategic Health 5) Performance Overview

Top Line Revenue: the hero card

The hero area anchors the page in topline results and places evaluation health immediately alongside them.

The Top Line Revenue card is intentionally the first thing leadership sees. It answers the most visible question on the page: are we actually growing? The chart compares actual performance against projected performance, allowing leadership to assess both momentum and forecast realism simultaneously.

Element	What it shows	What leadership should look for
Actual vs. Projected chart	Actual performance plotted against the projected path	Whether actuals are above, below, or near projection; whether the projection itself remains credible
Latest Actual	Performance in the most recent period	Whether the latest figure confirms momentum, signals a slowdown, or indicates volatility
YTD Actual	How the current year is pacing	Whether year-to-date performance aligns with expectations and strategic commitments
Trend	Change versus the prior month	Whether the business is gaining or losing momentum before the longer trend line shifts

Good reading habit

Do not treat a strong revenue line as confirmation of health until you have reviewed the evaluation and execution cards alongside it. In Scale B.O.S.S., strong topline performance paired with weak Team to Market scores, weak KBDs, or a growing weakness backlog typically signals growth built on a fragile foundation.

Healthy pattern: actuals track at or above projection, the trend is explainable, and the rest of the dashboard confirms the underlying business is stable.
Warning pattern: revenue looks strong, but Business Essentials is incomplete, Team to Market is weak, KBD focus areas are negative, or execution cards show accumulating backlog with little completion.
Leadership question: is this revenue high-quality, repeatable, and supportable — or are we trading short-term growth for long-term strain?

Evaluation health: Business Essentials, Team to Market, and KBD Ratings

The three cards stacked to the right of the hero chart summarize the company's foundational review. They matter because the Executive Dashboard is a leadership page, not a revenue-only page. These cards tell leadership whether the business is structurally sound, whether the customer journey is functioning, and whether the most critical live drivers are under control.

Card	Why it matters	What to watch
Business Essentials	Shows how much of the foundational business review has been completed	Low completion indicates blind spots; high completion with weak findings is still valuable — it gives leadership an accurate map
Team to Market	Summarizes performance across the client and customer journey	A low average or visibly weak stages can constrain revenue even when current sales appear acceptable
KBD Ratings	Shows how the live operating levers of the business are performing	Negative or weak focus areas are early warnings that the operating engine is under strain

How these three cards work together

Business Essentials confirms whether the company has the right foundation. Team to Market shows whether the revenue journey is functioning. KBD Ratings reveals whether the live operating levers are healthy. Together, they answer whether the business is genuinely sound or simply performing in the short term.

Weakness Resolution and Impact Charters: turning insight into work

The execution layer shows whether the business is acting on what it learned during evaluation.

This section is where the Executive Dashboard becomes operational. The Weakness Resolution card summarizes what the company has surfaced and prioritized. The Impact Charters card shows whether those issues are being translated into defined, owned initiatives.

Card	What it shows	What leadership should look for
Weakness Resolution	Open, in-progress, and resolved counts, plus the four prioritization quadrants	Whether "Do First" items are being addressed first; whether open weaknesses are shrinking or accumulating
Impact Charters	Workflow counts across Backlog, Scoped, Doing, and Done, plus execution indicators such as overdue items and ideas	Whether the company is scoping enough work, moving it into Doing, and completing it

Do First — high-impact items that should be addressed immediately.
Quick Wins — lower-effort items that build momentum without heavy lift.
Do Third — important items that require more planning or a longer runway.
Defer — items kept visible without crowding out higher-priority work.

Leadership interpretation

Many weaknesses with few charters in motion typically means the company identifies issues well but struggles with operational follow-through. Many charters started with few finished often means the company is initiating more work than it can absorb.

Strategic Health section

Strategic Health summarizes whether the operating engines of the business are aligned and active.

The Strategic Health section is a cross-functional leadership check. It asks whether the strategic engines of the company are healthy, linked, and active enough to support future growth — and is intentionally broader than a single KPI tile.

Card	What it means	What to look for
Key Business Drivers	A rollup of overall KBD health, total drivers, attention count, and linked drivers	Whether KBD attention is climbing; whether linked drivers confirm that measurement and execution are connected
Organizational Goals	Goal progress, completion, and KPI linkage	Whether goals are advancing or merely stated; whether they are tied to measurable signals rather than narrative alone
Marketing Performance	Tactic status, active tactics, and tactics needing setup	Whether demand-generation activity is live and configured, or whether setup debt is quietly suppressing results

What a healthy Strategic Health section looks like

Strong KBD health, goals that are actively progressing, and marketing that is live with minimal setup debt. If one area is strong while the others are weak, leadership should treat alignment as incomplete.

Performance Overview section

Performance Overview connects evaluation rhythm, CFO execution, and team health. Scope toggles allow leadership to shift from an organization-wide view to more focused ones.

The Performance Overview section shows whether the company's people system is keeping pace with the business. Evaluation cadence, Critical Few Objectives, and team performance are visible together rather than in isolation. The scope toggles matter because the organization can appear healthy in aggregate while a specific business unit or manager group is struggling.

Card	Why it matters	What to watch
Monthly Evaluations	Shows whether managers are completing the evaluation process for the selected period	High pending counts, a low completion rate late in the month, or excess drafts indicate weak review rhythm and reduced visibility
Critical Few Objectives	Shows total CFO workload, the active/completed/overdue mix, and average progress	High overdue counts or low progress reveal execution drag even when strategy sounds strong
Team Performance	A radar-style summary across evaluation rate, CFO score, qualitative score, and capacity	Distorted shapes or empty values indicate imbalance, blind spots, or incomplete data within the selected scope

Why scope matters

Do not rely on organization-wide averages alone. Move between Organization, Business Unit, Department, Supervisor, and Direct Reports views. This is how the page surfaces where execution strength is concentrated — and where weakness is hiding.

How to read the page as a whole

The Executive Dashboard is most useful when leadership reads the cards as one connected operating system. The page is not asking whether a single number is good. It is asking whether outcomes, health, and execution are telling a consistent story.

Revenue up + health weak = fragile growth. Strong topline performance alongside weak Business Essentials, Team to Market, or KBD Ratings suggests the business is producing results the system may not be able to sustain.
Health strong + execution weak = planning without traction. If Strategic Health looks good but weaknesses stay open, charters stall, or CFOs accumulate overdue, the company understands what matters but is not moving fast enough.
Execution active + evaluation weak = effort without visibility. Running CFOs and charters while evaluation completion stays near zero means leadership may be driving work without sufficient evidence of how people and operating conditions are holding up.

Good dashboard behavior

The healthiest Executive Dashboard is not one where every card is green. It is one that is honest, complete, and actionable. Leadership should prefer a dashboard that surfaces real weaknesses over one that appears clean because the underlying work was never completed.

What leadership should be looking for

Question	Where to look	Why it matters
Are we growing?	Top Line Revenue	Anchors the page in actual business outcomes
Is growth healthy?	Business Essentials, Team to Market, KBD Ratings	Prevents leadership from mistaking results for readiness
Are we fixing what matters?	Weakness Resolution, Impact Charters	Shows whether identified issues are being prioritized and converted into real work
Is strategy moving?	Strategic Health cards	Confirms whether KBDs, goals, and marketing activity are aligned
Is the team keeping up?	Monthly Evaluations, CFOs, Team Performance	Shows whether the people system is maintaining visibility and follow-through

Healthy dashboard signs: credible revenue, stable or improving health cards, weaknesses moving into charters, charters progressing toward Done, goals linked to KPIs, and overdue CFOs kept to a minimum.
Pause-and-investigate signs: strong revenue with weak health cards, too many "Do First" items still open, charters stacked in Backlog, goals without measurable movement, evaluation completion near zero, or a flat or incomplete Team Performance radar.

Recommended operating rhythm

Weekly scan

Revenue, Weakness Resolution, Impact Charters, CFO movement

Monthly review

Evaluation completion, Team Performance, goal progress, KBD health, marketing status

Quarterly reset

Pattern review, old weakness closure, goal and CFO reset, capacity planning for the next growth push

Use this page as a living management instrument, not a presentation slide. The best leadership teams use it to decide what to discuss, what to challenge, what to move, and what to fix next.

Common mistakes to avoid

Treating the page as reporting only. The Executive Dashboard is a decision-making tool, not a passive observation screen.
Celebrating revenue while ignoring operating health. Growth without structural support typically creates future quality, margin, or execution problems.
Trusting averages too much. Averages obscure the specific weak points most likely to break first, especially when the scope remains too broad.
Ignoring backlog. Open weaknesses and charter backlog are forms of strategic debt.
Confusing missing data with good health. A clean card can simply mean the work has not been done yet.

Final takeaway

The Executive Dashboard is where Scale B.O.S.S. brings results, health, structured improvement, strategic alignment, and team execution together. Reviewed honestly and consistently, it helps leadership answer the right questions faster: Are we growing? Are we healthy? Are we fixing what matters? Are the team and work systems keeping up?

Executive Dashboard: Leadership Operating Guide for Scale B.O.S.S.