Our team recently attended the UNSTOPPABLE! Data-Driven Leader Workshop, a full-day intensive training focused on helping professionals master the Data Component™ of the Entrepreneurial Operating System (EOS®), led by EOS Worldwide.

The workshop is designed for EOS-run companies and growth-minded leaders looking to strengthen their businesses through data. As an EOS-driven company, Locke was connected to the workshop through our EOS Implementer, Kurt Schneiber. In his role, Kurt coaches and facilitates our leadership team as we implement and run our company using the EOS model.

Four members of our team attended the UNSTOPPABLE! Data-Driven Leader Workshop: Ivan Garcia, Chief Financial Officer; Julle Vawter, Senior Marketing Specialist; Jonathan Cruz, Structural Design Manager; and Javier Lopez, Senior Estimator. Each came away with different takeaways that they can bring back to their teams and apply to their day-to-day work.

Using Data to Identify When Action Is Needed

For Ivan, one of the biggest takeaways was understanding what a healthy scorecard should look like and how red metrics can serve as a trigger for action.

“In a good scorecard metric, 80% of the time it should be green. We should be setting targets to that end so that we don’t teach ourselves to ignore the red,” says Ivan. “The red, which would be approximately 20% of the time, means there’s something of significance that is either trending in the wrong direction or a one-time blip that we should investigate and act upon. There is a difference between a goal and a trigger, and the trigger should shoot only 20% of the time when there is a problem. That is what should lead to an IDS process.”

Ivan highlights the importance of using data effectively. Metrics should help teams recognize when something needs attention rather than simply tracking numbers for the sake of tracking them.

Looking at KPIs Across the Team

From a marketing perspective, Julle’s takeaway focused on making sure each member of the team has meaningful measures tied to the work they own.

“We need to make sure we have enough KPIs in place across the team. Each seat should have meaningful measures tied to the activities they own so we have better visibility and can identify issues earlier. Right now, our team tracks a minimum of five, so I feel like there might be more we can consider adding as additional indicators.”

For Julle, the workshop provided an opportunity to think about whether the metrics the marketing team currently tracks give them enough visibility to identify potential issues and opportunities early.

Understanding How the Numbers Connect

Jonathan’s biggest takeaway was the importance of understanding how individual and departmental scorecards connect to the broader leadership team.

“I was looking at my scorecard as a ‘departmental’ scorecard and didn’t realize how our numbers played a role in our leadership L10. Like mentioned during the workshop, it’s like being able to plug in the car scanner and diagnose the issue all the way down.”

The workshop helped Jonathan see how the numbers his team tracks contribute to the larger picture and how those numbers can help identify where an issue may be occurring within the business.

Measuring What Drives Action

For Javier, one of the biggest takeaways was the importance of building a scorecard that measures the right things and creates opportunities for action.

“Our goals need to help predict the future rather than give only historical data. This is something my team has been dealing with as we have been trying to find a good measurable that would warrant action based on triggers we set. I gained a new perspective on setting goals as a scorecard should be green 80% of the time. It lets us identify issues when it goes red rather than getting desensitized to it if we get used to it too often. If we essentially do nothing when our numbers go red, then it’s not something worth measuring.”

By the end of the workshop, Javier had already started brainstorming ways to redefine his team’s scoreboards. He has also begun conversations with his team about narrowing in on the right measurables and evaluating whether they are simple, activity-based, and predictive of results.

Bringing What We Learn Back to Locke

For the Locke team members who attended, the goal is not simply to learn about new concepts but to find practical ways to apply them within their own areas of the business. Whether that means refining KPIs, rethinking scorecards, or using data to identify issues earlier, these takeaways can help our teams continue improving how we work.