LocalPRO Leadership OS

Weekly Fill-Out Order

1. Metrics first. Enter the current-period actuals only when the metric cadence requires an update. Weekly meetings can review monthly metrics without forcing weekly metric entries.
2. Projects second. Update health, next milestone, risk, decision needed, owner, and due date. Yellow or Red projects appear in Leadership Attention.
3. Department Blueprints third. Review purpose, responsibilities, KPIs, monthly/quarterly/annual trends, projects, operating risks, and decisions. Use Control Center only when structure or definitions need editing.
4. 1:1s fourth. Select the person, review role clarity, metric context, and project context, then discuss wins, challenges, priorities, support needed, and pulse check. Archive the weekly session before leaving.
5. Meeting fifth. Run Meeting Mode. Do not wander. Every issue should become a decision, owner, commitment, or project update.
6. Reports and backup last. Review the report packet, then export a full backup and save it to Google Drive.

Understanding KPI Fields

Metrics in Control Center use one pipe-separated line per KPI. Each field controls how the metric appears in Scorecards, Metrics, Reports, Trends, and Cockpit attention.

• Format: Metric | Cadence | Unit | Goal | Direction | Score Weight | Definition | Leadership Discussion | Recommended Action
• Example: Agents that Capped | Monthly | percent | 7 | Higher | 5 | Percent of agents who capped | Review cap progression | Assign owner for coaching action.
• Do not remove the pipe separators. They tell the OS which part of the line belongs to each KPI field.

KPI Field Meaning

• Metric: The outcome being measured.
• Cadence: How often the metric should be reviewed or updated: Weekly, Monthly, Quarterly, or Annual.
• Unit: How the value is measured: count, percent, currency, annualized, days, etc.
• Goal: The target level used to calculate red/yellow/green health.
• Direction: Whether Higher or Lower is better.
• Score Weight: How much this KPI affects the performance index. It is not the red/yellow/green threshold.

Score Weight vs Health Status

Score Weight affects how much a KPI influences the index. Goal and Direction determine health status.

• Actual values create the trend history.
• Changing the goal changes the current health interpretation.
• Changing the goal does not rewrite past actuals.
• Trend direction is based on actual values over time, not the color status.

Understanding the Performance Index

The Performance Index is the executive summary of company health. It is calculated from KPI actuals compared to goals, weighted by each KPI's Score Weight, then averaged across visible departments.

• Actual: the value entered for the metric period.
• Goal + Direction: determine whether performance is healthy.
• Score Weight: determines how much that KPI influences the index.
• Department score: weighted KPI scores for that department.
• Company Performance Index: average of department scores in the current filter.
• Trend trail: the last four monthly index readings ending with the selected period.
• Changing goals or weights changes current interpretation, but it does not rewrite historical actual entries.

Leadership Discussion / Recommended Action

The final two KPI fields should tell leadership what conversation to have and what action to assign if the metric is off track.

• Leadership Discussion: What should leadership inspect or debate?
• Recommended Action: What should happen next if intervention is needed?
• Weak: “This metric should drive a leadership decision.”
• Better: “Review cap progression and identify agents most likely to cap within 90 days.”

What Populates the Cockpit

• Metric entries populate Performance Index, momentum, reports, trend intelligence, and Leadership Attention.
• Yellow/Red projects, project risks, and Red standing department risks populate Leadership Attention.
• Project and department decisions populate Decisions Needed until resolved.
• Commitments populate accountability, Meeting Mode, and commitment aging.
• Department Flight Deck summarizes health, owner, priorities, projects, risks, and decisions.

Active Cockpit Cards

Cockpit cards are active navigation objects. Click the card itself, not a separate button.

• Metric attention cards open the relevant metric entry area.
• Project cards open the project record.
• Department risk or decision cards open the relevant department in Control Center.
• Decision cards can be opened for editing or resolved directly from the Cockpit.

Decision Lifecycle

Decisions Needed is a live leadership queue, not a historical archive.

• Open: A decision appears in the Cockpit decision lane.
• Discuss: Leadership approves, assigns, stops, funds, or chooses.
• Resolve: Use Resolve Decision once the decision is answered.
• After resolve: The card leaves the Cockpit decision lane.

1:1 Consistency Standard

Every leadership 1:1 should use the same five-question rhythm so notes stay comparable over time.

• Wins: evidence of progress and what should be repeated.
• Challenges: constraints, blockers, friction, or frustration.
• Priorities: the 2–3 outcomes that matter before the next meeting.
• Support: decisions, resources, or obstacles leadership needs to address.
• Pulse Check: role clarity, confidence, concerns, or anything leadership should know.

Profile vs 1:1 vs Commitments

• Save Profile stores responsibilities and expected outcomes for the role.
• Archive 1:1 stores the five-question weekly conversation and creates history.
• Add Commitments creates accountability items that feed Cockpit, Meeting Mode, and reporting.
• Commitments should have a clear owner and due date.

Risk Language Standard

• 1:1 blockers / risks: individual obstacles surfaced in coaching conversations.
• Operating Risks: current department-level risks discussed in Scorecards and Meeting Mode.
• Standing Department Risks: structural or ongoing risks maintained in Control Center.
• Risks should stay active only while they need leadership attention.

Editable Department Descriptions

Department purpose statements are editable in Control Center and support bold and bullets. They should explain why the department exists and what business outcome it owns.

• Good: “Owns agent attraction, conversion, and net agent growth.”
• Weak: “Handles recruiting.”
• Purpose belongs in the Blueprint, not the Cockpit Flight Deck.

Metric Cadence Standard

Each KPI can be Weekly, Monthly, Quarterly, or Annual. The system now uses the cadence to create the correct reporting period.

• Weekly metrics save by ISO week, such as 2026-W25.
• Monthly metrics save by month, such as 2026-06.
• Quarterly metrics save by quarter, such as 2026-Q2.
• Annual metrics save by year, such as 2026.
• Saving the same metric and same period updates the existing value instead of creating a duplicate.

Backup Standard

The OS still uses browser local storage. Hosting the file online gives you a URL, but it does not create shared data across computers.

• Use one master machine for official updates until the database version exists.
• Export a full backup every Friday.
• Save the backup file to Google Drive.
• CSV is for review only. The backup file is the restore file.
• Keep at least four weekly backups plus month-end backups.

Data Protection Center

Control Center contains the Data Protection Center for backup and restore actions.

• Export Backup: downloads the full restore file.
• Import Backup: replaces the current browser data with a saved backup.
• Create Browser Backup: creates an internal local restore point only on that browser.
• Access Mode: preview only. Real permissions require the future database version.

Meeting Standard

No storytelling unless it creates a decision, assignment, owner, project update, or commitment. The OS should drive action, not record conversation.