The skill needed in any form of service reporting is to Summarise Up.
As a director, remember that your managers are living with the reality: your peers are seeing the reports once a quarter (or even less often). They are heavily reliant on somebody interpreting the chart for them: is the performance line being above the SLA line good or bad? Has a bad situation been bought under control? ... or has control of a process been lost due to complacency?
As demonstrated in the Decision Making presentations and workshops, not everybody can interpret numerical data or charts with equal ease. It is probably not obvious to your managers how one simple change can remove all doubt.
The manager may need to present different and more detailed charts to their team, the people doing the work. This will affirm to the team that their manager has got their finger on the pulse. The team can also see any trends in the wrong direction: they don't need the meaning spelling out to them.
Be clear in your own mind what are three Critical Success Factors (CSF) you can accept accountability for, and be ruthless about ensuring that when it comes to your own annual review, these are all clearly good news. You do not want the remuneration committee to be in any doubts.
For more information on how we can help you with improving your Service Reporting, running a Service Reporting course for your managers, or carrying out an ad hoc review, please write to email@example.com