The Side Rail Focus, your numbers, what needs attention, and how much of that depends on your role.

The right third of the bottom half. What appears there depends on which stream you are in and, for one of the widgets, on your role.

Focus priority

Your tasks, ranked by impact rather than by date, in the Personal stream.

Four tiers, and the vocabulary is chosen carefully:

Tier	Reads as
Critical	Genuine urgency, and the only one that uses a warning colour
High impact	Worth doing today
Growth	Worth doing
Routine	Necessary

Only Critical shouts. High impact is treated as a lit item rather than a warning sign, which is a deliberate correction: an interface where half the list is amber teaches people that amber means nothing.

Tasks can be completed from here, and completing one credits your Momentum ring immediately.

The rail shows a handful. It is a prompt about what to do next, not a task list, and the full list is in Plan.

In a brand-new account this also appears in the Company stream, so the first days show the work waiting rather than an empty leaderboard.

Your KPIs

This one changes shape by role, and it is the most useful thing in the rail once it is set up.

Your level	What you get
Operator	Your department's KPIs
Manager	Your department's KPIs, or what needs attention in your department
Executive	The same two, across the whole organisation

Managers and executives get a toggle between the two views. Everybody else sees the numbers for their own area.

The KPIs are your organisation's, not ours. They come from the measures already defined in the platform, filtered to your department, and shown as a number or a small trend line. Which three appear is set by a priority on each measure, so this is configurable rather than fixed.

What needs attention is computed, not a list somebody maintains. It is scoped to your department for a manager and to the whole organisation for an executive.

That role banding is worth understanding rather than resenting. An operator does not need cross-organisational exceptions, and giving them the toggle would mostly produce a view they cannot act on.

The leaderboard

In the Company stream. Points and current streaks across the organisation.

Its value is entirely cultural and depends on what your organisation decides to award points for. Where points track things worth doing, it is a light way to notice colleagues doing them. Where they track volume, it produces exactly the behaviour you would expect.

That is a decision made when the scheme is configured, not here.

Participation and sentiment

Also in the Company stream, and the most misread widget on the screen.

Participation is how much of the organisation posted, commented or reacted in the last week.

Sentiment is the share of reactions drawn from a positive set. Applause, hearts, celebration, rockets and the like count toward it; everything else counts in the total but not the positive share, so a week full of neutral reactions correctly reads lower.

Two honest caveats.

It measures the feed, not the mood. People are cheerful on a noticeboard during difficult quarters, reliably.

It refuses to report on thin data. Below a minimum it shows an empty state instead of a number, because one reaction should never anchor an organisation's sentiment at a hundred per cent.

Read participation as a real signal, since a feed nobody touches is a genuine fact about a company. Read sentiment as an indicator with a wide error bar.

The two halves of the rail have different jobs

Worth separating, because people read the whole rail as one thing and it is not.

The top of the rail is about the next hour. Focus priority in Personal, the leaderboard in Company. Short-lived, glanceable, and safe to ignore on a busy day.

The bottom of the rail is about the period. Your KPIs, participation, sentiment. These move slowly and reward a weekly look rather than a daily one.

Reading the slow half daily is the most common way to make Home feel like noise. Nothing in the bottom of the rail changes meaningfully between Tuesday and Wednesday.

What needs attention

Where the KPI widget is showing exceptions rather than numbers, each row is something computed as out of line, with a route to it.

This is the closest thing on Home to the Cockpit, and the difference matters. The Cockpit lists things routed to you personally. This lists things wrong in your area, whether or not anybody has assigned them. A manager can be entirely clear in the Cockpit while their department has four problems.

Where the KPIs come from

Worth understanding, because it is the one part of Home your organisation controls directly.

The numbers are drawn from the measures already defined in the platform, the same ones that power dashboards. Three things decide which three you see.

Your department. Measures are filtered to the areas you work in.

The shape. Only measures that render as a single number or a small trend line are eligible, because the rail is narrow and a full chart does not belong in it.

A priority. Each measure can carry a home priority, and the top three by that priority are what appear. Measures without one fall to the bottom.

That last part is the lever. If the rail is showing three numbers nobody cares about, nothing is broken: the priorities have not been set, and whoever maintains your measures can fix it in minutes.

The leaderboard, used well and badly

It shows points and current streaks across the organisation, and what those points are awarded for is a configuration decision rather than a fixed rule.

Used well, points track things the organisation genuinely wants more of, and the board is a light way to notice colleagues doing them.

Used badly, points track volume, and the board rewards whoever produces the most of whatever is counted. That failure is not subtle and it arrives within about a month.

If the board looks wrong, the fix is in the scheme rather than on this screen. It is also entirely reasonable for an organisation to decide it does not want one.

Reading the rail

Personal stream: what should I do next, and how are my numbers.

Company stream: how is everybody, and how is the organisation.

Neither is a place to spend time. The rail is a set of pointers, and every row in it leads somewhere the actual work happens. If you find yourself reading it for more than a few seconds, the thing you are interested in has a proper surface elsewhere and it will be better there.