When teams grow, the management of details, priorities and people can become unwieldy. Knowing what problems to prioritize and address can easily become a blur.
Thus, building KPI scorecards built on specific execution that roll up to results has to be designed and implemented as part of the management process.
Here is how to make this a powerful process that cuts through the noise.
- Define the KPI’s per person. 2-4 specific results a person is responsible for that drives customer success and results per each person’s role. Get specific and quantify. 5 new monthly sales. Average 5 minute response time. Put a number that is real on the result you want.
- Create individual scorecards. A team member should see what specific numbers to hit and understand the current result and the desired result. This is the gap to fill and their creativity and work should move the needle on these metrics.
- Design the executive scorecard. All individual scorecards should roll up to the executive level to see the statuses. I like red, yellow and green. Then there needs to be a clearly articulated plan on what to fix the next week.
- Weekly meetings. There should be a short, precise meeting to review the executive scorecard. Where are we at? What needs to get done in the next week? If the details around problem solving need to be explored, the team can dig down tot he details of the individual scorecard.
Designing these in Google Sheets is the fastest easy way to implement a flywheel process of managing by metrics. You can quantify the results the company needs from each team member and have dialogue around data. If the scorecards need to be refined, then this is part of perfecting the process. If the results are not there, then there should be clarity on what needs to be done.
Ultimately, the goal is to simplify execution in the complexity of making customers happy.