Our client success managers are gaming their weekly client check-ins target by sending automated mass emails instead of having real conversations, which keeps their numbers green while client churn is quietly rising. How do we build a scorecard metric that measures relationship quality rather than just activity volume?

Question

Tyler Smith · Accepted Answer

Activity-based metrics are only valuable if they drive the correct behavior. When you measure raw volume, such as emails sent or check-ins completed, human nature will optimize for the easiest path to hit the target. Automated mass emails tick the box but completely miss the intent of the metric.

To fix this, you must change the definition of the measurable. Swap out the volume of check-ins for a quality-based leading indicator. For example, track the number of scheduled, face-to-face or video meetings completed where a specific client health assessment was conducted. Or, measure the percentage of tier-one accounts that have engaged in a two-way conversation in the last thirty days.

Another effective option is to pair the activity metric with a friction metric. If your client success seat owner is responsible for check-ins, they should also own a lagging metric like client health score or contract renewals. When their activity is green but their renewals are red, it exposes the disconnect.

Bring this issue to your next Level 10 Meeting™ and use IDS® to identify the root cause. Have the seat owner redefine what a meaningful touchpoint actually is. Enter that specific definition into your process documentation. This ensures your team cannot game the system and focuses their energy on building real relationships that prevent churn.