Up at the CEO's strategic view and across the 2IC's connective tissue, the cadence can feel abstract. From the team leader's role 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 Quarterly Initiatives, score the KPIs
The team leader's two jobs are simple to name and hard to do well: own the Quarterly Initiatives their team is driving, and complete KPI review for the KPI Set designed for their roles. The Quarterly Initiatives live in QIM (Quarterly Initiatives Manager), anchored to the Profit Shapers Value Plan and its Annual Direction outcomes; the KPI definitions are designed and reviewed in Performance. The leader's job is to keep their team's numbers honest and their Quarterly Initiatives on track — surfacing slippage early instead of discovering it at quarter-end.
Where Leadership & Role Capacity becomes real
This is the role where Leadership & Role Capacity stops being a concept. A role 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 are authored in Performance alongside the role design, where each role's contribution is deliberately designed. Performance's KPI Dashboard is where the weekly scores get entered — trend reads are mechanical, not predictive.
Everything the team leader scores rolls straight up — into the 2IC's cadence view and the CEO's Strategic Dashboard — and down into each team member's Daily Focus. The leader is where Execution Evidence & Value Movement is generated: the weekly numbers that, in aggregate, become the proof that the asset is growing.
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