A 13-week rolling grid
Measurables down the left, the last thirteen weeks across the top, this week in the rightmost column. A number that has quietly slipped for six weeks is visible as a run of red, not as a single bad cell somebody explains away.
Leadership teams running on EOS
EOS scorecard Power BI dashboard for your weekly Level 10 meeting
Five to fifteen weekly measurables, one named owner on every number, thirteen weeks rolling across the grid, and red or green against each weekly goal — refreshed automatically before your L10 starts instead of typed in on Monday morning.
Representative dashboard — sample data
The five-minute segment that runs the week
Why the number should already be on screen
In a Level 10 meeting the scorecard segment is allotted five minutes. That works only if the numbers are already there. In most teams they are not: someone spends part of Sunday or Monday pulling a CRM export, opening the ledger, chasing an ops lead for a count, and pasting fifteen figures into a sheet. The segment then runs long because half the discussion is about whether a number is right rather than whether it is on track.
We remove the gathering step and leave the discipline intact. Each measurable is defined once as a governed calculation over your real systems, the refresh is scheduled to land before your meeting time, and the grid opens with this week's column already filled. The team reads across, calls red or green against the weekly goal, and moves the misses to the Issues List. Nothing about the EOS methodology (opens in new tab) changes — only who does the typing.
What lands on the grid
- 5–15 measurables
- One owner per number
- Weekly goal
- 13 weeks rolling
- Red / green
- Off-track to Issues
What we build
Six things that make a weekly grid usable in a live meeting
The scorecard is read out loud by seven people in five minutes. Every design decision below exists to protect that.
One accountable owner per number
Each measurable carries exactly one named person, held in a small owner table your integrator maintains. Accountability can move without anyone rebuilding a report, and the grid physically cannot show a number with two owners or none.
Leading, not lagging, measurables
Activity counts you can still change this week — calls held, proposals out, jobs scheduled, tickets aged — sit above the outcomes they drive. We help you separate the two so the grid predicts rather than reports.
Red or green against the weekly goal
Each measurable stores its own goal and its own direction — at or above for leads, at or below for aged receivables. Conditional formatting colours the cell from that rule, so nobody has to remember which way is good.
An off-track list that feeds IDS
Beside the grid sits a short list of this week's misses with owner and consecutive weeks off track. That list is what the team drops onto the Issues List, so the scorecard segment stays five minutes and the solving happens in IDS.
A definition behind every measurable
Hover or drill and you get the plain-English definition, the source system, and the week-ending convention. It ends the recurring argument about whether "new leads" counts form fills, and it survives the person who set it up leaving.
Agreeing the measurable list before anyone builds anything
The build is straightforward once the list is right, and the list is where teams get stuck. We run a short working session with your integrator and the functional leaders to write down, for each measurable: what it counts, which system it comes from, the weekly goal and its direction, the one person accountable, and where the week ends. Teams routinely discover at this point that two leaders have been reporting the same-sounding number from different systems. Settling that once is worth more than the dashboard.
We also push back where a proposed measurable is really a lagging outcome. Revenue closed is worth watching, but it cannot be influenced inside the week it appears. Proposals sent, first meetings held, jobs scheduled and quotes outstanding can be, which is what makes them useful in an L10. Getting five to fifteen genuinely leading numbers is the difference between a scorecard the team acts on and a scorecard the team narrates.
A worked example of a scorecard structure
Below is an illustrative structure — the shape of a grid, not anyone's real figures. Your measurables, goals and owners replace these entirely; what carries over is the pattern of one owner, one weekly goal, one direction and one named source per row.
Illustrative structure — not client data
| Weekly measurable | Accountable owner (one person) | Weekly goal direction | Typical source system |
|---|---|---|---|
| New qualified leads | Marketing lead | At or above the agreed count | CRM, web forms, GA4 |
| First meetings held | Sales lead | At or above the agreed count | CRM activity records |
| Proposals sent | Sales lead | At or above the agreed count | CRM opportunity stage |
| Cash in bank, week end | Finance lead | At or above the agreed floor | Accounting ledger, bank feed |
| AR over 60 days | Finance lead | At or below the agreed ceiling | Accounting ledger |
| Jobs completed on schedule | Operations lead | At or above the agreed percentage | Job, project or dispatch system |
| Open customer issues | Service lead | At or below the agreed ceiling | Help desk or ticketing system |
Where the numbers come from and how they arrive on time
A scorecard almost never lives in one system. A realistic grid mixes CRM activity, ledger balances, an operational or job system and a help desk. We model each source once into a shared semantic model, express each measurable as a governed DAX measure rather than a formula hidden in a visual, and align every one of them to a single week-ending calendar so a Sunday-close CRM and a Friday-close ops system stop disagreeing about which week a record belongs to. If your model needs work before it can carry this, that is its own engagement — see Power BI data modeling and DAX.
Timing is then a scheduling problem. We set the refresh to run in the window before your standing meeting and, where the source supports it, add an on-demand run the integrator can trigger from their phone if a system was late. Microsoft documents the scheduled refresh limits (opens in new tab) that govern how many runs a day your licensing allows, and we design the schedule inside them rather than promising something the tenant cannot do. Refresh failures alert a named person, because a blank column discovered at the start of an L10 is worse than a red one.
Red and green that the whole room reads the same way
Colour is doing real work here, so it has to be unambiguous and it has to be accessible. Each measurable stores its goal and its direction as data, and the grid colours each cell from that rule using Power BI's conditional formatting for tables (opens in new tab). We never rely on colour alone: an on-track or off-track marker sits alongside the value so the grid still reads correctly for anyone with colour vision deficiency, on a projector with poor contrast, or in a printed copy someone brought to the room.
Spreadsheet scorecard versus a refreshed one
Plenty of teams run a perfectly good scorecard in a spreadsheet for years, and the discipline matters more than the tool. The honest comparison is about what happens to that spreadsheet as the number of measurables and the number of source systems grows.
| Consideration | Manually maintained spreadsheet | Refreshed Power BI scorecard |
|---|---|---|
| Who fills this week's column | A person, every week, before the meeting | A scheduled refresh, timed ahead of the meeting |
| When the number is ready | Whenever the gathering finishes | The same time every week, whether or not anyone is available |
| Definition of a measurable | Lives in one person's head or a hidden formula | A named, documented measure visible to the team |
| Answering "why is that red?" | Open the source system after the meeting | Drill from the cell to the underlying records in the room |
| Rolling history | Kept by hand; columns get trimmed or lost | Thirteen weeks always present, with prior weeks retained behind it |
| Adding a measurable | Another manual pull, every week, forever | A one-time modeling task; the weekly cost stays zero |
| Key-person risk | High — the person who builds it is the process | Low — the process is the model, and you own it |
How this differs from your other reporting
This page is deliberately about one artefact: the weekly grid your leadership team reads in its Level 10 meeting, built on leading measurables that can still be influenced this week. It is not the backward-looking, monthly or quarterly document you send to a board or an investor group — that is a different audience, a different cadence and a different design, and it is covered on our Power BI dashboard for board reporting page. Teams that need both usually build them from the same semantic model and keep the two front doors separate on purpose.
Advisors are a common case here. A fractional finance leader sitting in several clients' leadership meetings wants one repeatable structure deployed across a portfolio rather than seven bespoke builds; the standardised, template-driven approach on Power BI for fractional CFOs is the right starting point for that. Where the measurables are mostly ledger-driven, the connection work is covered on our QuickBooks Power BI dashboard page.
Who this is for
Leadership teams that already run on EOS and have hit the point where scorecard maintenance is a weekly chore — typically an integrator who has inherited the spreadsheet, a visionary who wants the meeting to stay at ninety minutes, or a finance lead tired of being the bottleneck for everyone else's numbers. It also suits teams part-way through implementation who want the data component built properly the first time, rather than layering automation onto a measurable list nobody has agreed.
It is a poor fit if you have not yet settled which numbers matter. Automating an unagreed list just produces a faster argument. In that case, do the measurable work with your implementer first — we are happy to wait, and the build is quicker afterwards.
What it costs and how the engagement works
There is no retainer and no project minimum. You buy a fixed-price block of senior-led Power BI hours upfront — Starter, 20 hours ($2,500); Growth, 40 hours ($4,600); Power, 80 hours ($8,000), with senior hourly work from $100/hour — and draw it down task by task. Every request gets a written scope and an hours estimate before work starts, hours are deducted only for work you have reviewed and approved, and unused hours never expire. A first scorecard typically lands in three to five business days once the measurable list is agreed; swapping or adding measurables later comes out of the same block. See how Flex hours work.
EOS, Entrepreneurial Operating System, Level 10 Meeting and Traction are trademarks of EOS Worldwide, LLC. Easy Power BI Dashboards is an independent Power BI consultancy. We are not EOS Implementers and are not affiliated with or endorsed by EOS Worldwide — we build the reporting layer for teams who already run the system.
Included in a scorecard build
- Measurable definition session with your integrator
- 13-week rolling grid with owner column
- Goal and direction stored per measurable
- Off-track list ready for the Issues List
- Refresh scheduled ahead of your meeting
Why it's low-risk
Fixed-fee blocks, and you own everything
The workspace, the model and the report are yours from day one — including the right to keep building on them without us. See Flex pricing →
How it works
From a hand-typed sheet to a grid that fills itself
- 1
Agree the measurables
Send us the sheet you use today. We run a working session with your integrator and leaders to lock each measurable's definition, goal, direction, owner and source, then reply with a scope and the hours needed before any work begins.
- 2
Model and build the grid
A senior US-based engineer connects each source, aligns everything to one week-ending calendar, writes the measures, and lays out the rolling grid with its owner column and off-track list — typically 3–5 business days.
- 3
Run one live meeting on it
We set the refresh to land before your standing time, sit in on one meeting to catch the friction only a live read-through exposes, adjust, then hand over the workspace and credentials. You own all of it.
Representative perspective
The scorecard segment used to run fifteen minutes because we were still arguing about where a number came from. Now it opens already filled and we spend the time on the two that are red.Integrator, mid-market services company
Representative perspective
Every number has one name next to it and thirteen weeks behind it. You cannot quietly miss for a month any more, and nobody spends Monday morning assembling the sheet.Operations leader, multi-site contractor
Send us the sheet you fill in every week
We'll tell you which measurables can be pulled automatically today, which ones need a definition decision from your leadership team first, and how many hours the build takes — before you spend anything. No project minimums, no obligation.
FAQ
Questions leadership teams ask us
The discipline stays identical; the data entry goes away. Your EOS tool or spreadsheet still needs someone to gather and key seven to fifteen figures every week. We connect the source systems directly, so the number appears on its own and nobody spends Monday morning reconciling where it came from.
Every measurable carries exactly one named owner as a column on the grid, the way EOS requires. The owner comes from a small table your integrator maintains, so when accountability moves the scorecard follows without a rebuild, and no number is ever left with two owners or none at all.
It turns red against that measurable's weekly goal and appears in an off-track list beside the grid, with its owner and how many consecutive weeks it has missed. That list is what the team drops onto the Issues List for IDS, so the scorecard segment stays short and the discussion happens where it belongs.
Yes, and most do. A typical scorecard mixes CRM activity, ledger figures, an operational or job system, and a help desk. We model each source once, define each measurable as a governed DAX measure, and land them all on one weekly grid rather than four separate reports nobody opens.
A first scorecard usually lands in three to five business days once the measurable list and its owners are agreed. Changing a number later is expected — teams swap measurables as the business shifts — and each change is scoped, estimated and approved before it comes out of your banked hours.
You buy a block of senior-led hours upfront and draw it down: Starter is 20 hours ($2,500), Growth is 40 hours ($4,600), and Power is 80 hours ($8,000), with hourly work from $100. There is no retainer and no project minimum, and unused hours never expire.
Try us risk-free for 4 hours
Buy a block of prepaid Flex hours and, if you're unhappy within the first 4 hours, we refund you in full — no questions asked. Hours are deducted only for work you've reviewed and approved, there's no project minimum, and your banked hours never expire.
Book a free demo
Get senior Power BI help, on demand
Tell us the task. We scope it, you approve, and a senior consultant delivers — typically in 3–5 business days. Prepaid hours that never expire.
- Prepaid hours from $100/hour — and they never expire
- Senior-led delivery — 20+ years on the Microsoft platform
- Typical 3–5 business day turnaround
- Full refund if you’re unhappy in your first 4 hours
The fastest way to reach us is the form — tell us the task and we'll reply within one business day.