We have an administrative back-office seat for our Office Manager on the Accountability Chart who handles facility issues, mail, and executive support. We struggle to find meaningful weekly leading indicators for them that aren't just subjective checklist items. What specific numbers can we track?

Question

Tyler Smith · Accepted Answer

Every seat on your Accountability Chart must have at least one weekly measurable, and your Office Manager seat is no exception. Owners often fall into the trap of thinking back-office administrative roles are too qualitative to measure on a weekly basis, leading to subjective evaluations. To find objective leading indicators, look closely at the core processes this seat owns.

For administrative support, track the turnaround time for executive calendar scheduling requests or travel bookings, aiming for a target of under twenty-four hours. For facility issues, measure the percentage of employee facility tickets resolved within forty-eight hours. If they manage office supply inventory, track the weekly occurrences of out of stock situations on essential operational items.

If they handle front-desk inbound phone calls, track the weekly percentage of calls missed or abandoned. For mail routing, track the elapsed time from delivery to digitization or physical distribution, with a strict target of under four hours.

These numbers are objective and activity based. They tell you whether your office infrastructure is running smoothly before a major operational breakdown occurs. By putting these specific measurables on their scorecard, you remove subjectivity from their quarterly performance review, clarify their contribution to the organization, and ensure their daily activities align with your overall operational efficiency.