tl;dr - if you set out a plan you need to understand how you're progressing against it and how you need to change approach. This shows how I think about the difference between scoreboards for the team and for leadership.
After you have defined which lead measures will lead to the lag departmental and organisational goals then its time to communicate how you'll keep track of them. What you here powers the next step of executing on a strategy: cadence of accountability.
There are many great Google Data Studio dashboards for SEO - many can be found here. But there are two key points to be aware of.
These reports are agnostic to the challenges you aim to solve with your SEO strategy.
They are typically exceptionally broad and wouldn't be something you'd regularly want to put in front of senior leadership.
My recommendations are:
Have a management report which just focuses on where you're tracking for the key metric you're trying to improve (say its the count of non-brand clicks from GSC data) - mapped against last year's data by month and this year's forecast).
The forecast data would show where you expect it to be based on the contents of the strategy to be delivered reasonably against plan - and obviously takes account of seasonality - you could use something like Facebook Prophet - or you could simplify your approach.
You could call this metric your 'North Star'
Your lead measures - track your inputs. Now this is exceptionally difficult as if you're being told to work in a more Agile manner then you would know you should 'focus on working software not extensive documentation', however, you need a good way of measuring effort and its relationship to outcomes.
One approach is to use something like Deepcrawl where you can get automated data on the number of title tags you've changed in a particular section, or the number of pages which now have h1s that didn't before, or content.
Or you could connect to a cms and get a count on what's changed.
For outreach and content creation you really should have working documents that should clearly show outcomes and outputs by date.
The point is you can show that relationship between what you do, how your team moves towards reaching its goals, and then at the end of the year how the organisation meets its targets. Think daily individual activity, weekly team reporting, monthly departmental reporting and 1/4, 1/2 or annual organisational reporting.
To recap so far. A dashboard would show:
Where we're tracking against last year and where we said we would be on our North Star metric
How we're progressing on doing what we said we would do to move that metric
To steal the OKR-type RAG-status on the key results, I use a view of the RAG on each of the rocks and a commentary on the status of each given what needs to be done that week to move towards Green.
Deliver XYZ project safely and on time to improve SEO & UX metrics - Currently Red as blocked by IT on the delivery of tickets related to ABC. No commitment on delivery time. Session on Thursday with senior leadership to agree resolutions.
Deliver reporting framework on time to improve SEO insights - Currently Amber, currently on track but slight tweaks requested need review and need to better understand tech dependencies on new data platform. Session in on Monday to sign-off.
You would also have supplemental pages that show overall Organic traffic, and then split out by page type. And a page showing your performance against your Serviceable Obtainable Market - a more relevant view of 'visibility'.
This report needs to exceptionally simple to navigate and clear on where you are, where you said you'd be and what the team is doing next.
It may reference in an appendix rock-specific dashboards which act as working reporting for teams. An Outreach/Digital PR one would be "live" and would include a monthly track of link metrics, a view on value by month, new links acquired, new contacts made, roadmaps of future campaigns, notes on dependencies, blockers and learnings.
If resolving specific issues with tech SEO is a rock, then you may link to reports in your enterprise crawler of choice, you may extract pertinent information into a Data Studio report. You would also give a view of your Kanban board (or whatever matches your operating / delivery model). Show the count of new ideas, ideas refined in the team, new ideas refined with dev, tickets in dev, tickets in test, tickets read to release, tickets live-proving, tickets done-done. Also show progress against the roadmap and what big things are planned to be tackled next.
I've made the mistakes in the past of showing too much information. It's key that you have the right level of information available to the team and a condensed view of progress against plan for your leadership and what you plan to do next.
Amending what is 'next' is vital and will be approached, well ... next.