Up at the CEO's altitude and across the integrator's connective tissue, the cadence can feel abstract. From the team leader's seat it's the opposite: concrete and weekly. This is the third stop on the tour by role, and it's where strategy stops being a deck and becomes a short list of things to own this week.
Own the Rocks, score the KPIs
The team leader's two jobs are simple to name and hard to do well: own the Rocks their team is driving, and score the KPIs designed for their seats. The Rocks live in Rock Manager, anchored to the annual plan; the KPI definitions were designed in Seat Optimizer and get scored in Scoreboards. The leader's job is to keep their team's numbers honest and their Rocks on track — surfacing slippage early instead of discovering it at quarter-end.
Where People Capital becomes real
This is the seat where People Capital stops being a concept. A seat with a defined purpose and a metric isn't an org-chart box — it's a designed role the leader can actually manage to. And capacity becomes visible before it breaks: overload and underload flags surface so a stretched team gets attention before burnout, not after. The leader sees the people side of the business in the numbers, weekly.
What the leader is scoring against
KPI definitions come from Seat Optimizer, where each seat's contribution is deliberately designed. Scoreboards is where the weekly scores get entered — it does not design the definitions, and its trend reads are mechanical, not predictive.
Everything the team leader scores rolls straight up — into the integrator's cadence view and the CEO's Strategic Dashboard — and down into each team member's Daily Focus. The leader is where Performance Capital is generated: the weekly numbers that, in aggregate, become the proof that the asset is growing.
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Which seat is yours?
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