We want to run the Great Day or Lousy Day exercise for our customer success team to find leading weekly indicators, but their day-to-day is highly reactive. How do we use this exercise to extract proactive metrics for customer success?

Question

Tyler Smith · Accepted Answer

Customer success often feels highly reactive because team members are constantly putting out fires and responding to urgent client requests. However, running the Great Day or Lousy Day exercise is the exact tool you need to shift this seat from reactive crisis management to proactive relationship building.

To run this exercise, gather your customer success team and draw two columns on a board. Under the Lousy Day column, list the chaos: clients submitting urgent support tickets, missed onboarding milestones, and unexpected cancellation notices. Under the Great Day column, list the wins: clients completing their training modules, accounts expanding their usage, and proactive check-in calls completed.

Next, look at the Lousy Day list and ask what weekly leading activity could have prevented those issues. If a client submitted an urgent ticket, did they miss their scheduled weekly check-in? If they canceled, was it because they had zero system logins for two weeks?

Translate these findings into weekly measurables. Instead of tracking client satisfaction after the fact, track the percentage of active accounts with at least one weekly touchpoint. Track the number of clients who have logged into your software or utilized your service in the last seven days. Track the percentage of newly onboarded clients who completed their setup steps on schedule.

By measuring these proactive inputs on your weekly scorecard, you give your customer success team a clear roadmap to create more great days, structurally reducing client churn and building a highly predictable service operation.