I dug this post out from last summer. It's the perfect time of year to revisit these items and get in to the habit of scoping out what matters. Plus, I wanted you to have this in mind before I write the next post..
If you’re not keeping score, then it’s time to start.
Keeping score means measuring your progress. Are you executing on the things that matter? Set yourself up 90 and 180 day targets – and be specific on the metrics to measure them. And don’t get a laundry list – pick 4-5 important yardsticks.
I know lots of CEOs that say they do this, but they don’t do it with discipline – written down, shared with the team, and with a commitment to running the company against them.
Depending upon your growth priorities, you’ll have different things to score, but here are a few examples of what I mean:
- # of new customers acquired
- Leads/Close
- Key Account Wins
- RFP/Win Ratio
- Design wins
- # of new customers acquired
- # of new channel partners signed
- Revenue by customer type
- Customer support response times
- Uptime – MTBF – or some product performance metric
- there are lots more…
Commit to metrics that matter. Write these down and keep them in your back pocket (the entire team should be doing this). Report quarterly on these and hold yourself and your team accountable.
It WILL make a difference.
Wendy,
Absolutely agree - you can't measure what you don't track. I track everything in my new recruiting business, from candidate calls to interviews to successful placements to calls I receive on ads I place. I can tell you that pretty quickly you see exactly where your energies aren't paying off and where increased investments have an impact. Show me the numbers!
Posted by: Eliot Burdett | September 28, 2006 at 05:43 PM