A dashboard is valuable when it reduces uncertainty about the next decision. More metrics can easily create less clarity.
Name the business outcome
Begin with the commercial or customer result marketing is expected to influence. Then define the leading signals that can change sooner.
This keeps channel activity connected to a reason for existing.
Measure the constraint
If traffic is sufficient but qualified conversations are low, more reach may not be the priority. If leads are healthy but sales follow-up is slow, the bottleneck is operational.
The scorecard should expose the current constraint rather than reward every function equally.
Separate facts from causes
A conversion rate changed. That is an observation. Why it changed is a hypothesis until supported by evidence.
Reporting becomes more trustworthy when those two statements are not blended together.
End with ownership
Every material movement should produce an action, an owner, a due date or a conscious decision to watch.
Otherwise the dashboard is a display, not an operating tool.