FIELD GUIDE / Growth
Design the scorecard backward from decisions
List the decisions the meeting must make: where to put budget, which list to call, who needs coaching, which stage is blocked, and which follow-ups are late. Then choose metrics that answer those questions. Do not start from every field the CRM can export.
Track the funnel as rates and counts
Use both. Counts show workload; rates show efficiency. A practical page may include new leads, assigned leads, first attempts, connected conversations, qualified opportunities, appointments or proposals, wins, expected pipeline value, and overdue next actions. Define every metric in plain language so the team cannot “improve” it through interpretation.
Segment only where action changes
Source, campaign, rep, and stage are common cuts. Add a segment only if someone will act differently because of it. A dashboard with dozens of slices creates debate instead of diagnosis. Keep a stable top line and use drill-down only when the top line moves.
Run the meeting as an operating review
Start with exceptions, not presentation. Which number moved? Is the cause volume, conversion, timing, or data quality? Name one owner and one next action. Carry unresolved actions into the next scorecard.
Thirty-minute agenda
- 5 min — data quality and missing inputs
- 10 min — funnel movement and source quality
- 10 min — stalled work and coaching needs
- 5 min — owners, deadlines, and decisions
Keep the scorecard trustworthy
Freeze definitions, timestamp extracts, and flag incomplete data. Audit a few underlying records each week. If the CRM says follow-up is complete but the contact record has no outcome, fix the workflow before celebrating the chart. A scorecard earns attention by being dependable.
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