Our customer support team is hitting their weekly ticket resolution targets, but our customer satisfaction scores are dropping because they are rushing through or prematurely closing tickets. How do we structure our Scorecard to prevent team members from gaming their weekly operational numbers?

Question

Tyler Smith · Accepted Answer

When team members game their weekly numbers, it is usually a sign that your metrics are too isolated. If a customer support seat is only measured on ticket resolution speed, they will close tickets prematurely to hit their target, even if the client is left frustrated. To fix this, you must pair quantity with quality. Every activity metric on your Scorecard needs a counterbalancing quality metric.

For support, if you track tickets closed, you must also track first-contact resolution rate or customer satisfaction scores for those closed tickets. For sales, if you track cold calls made, you must also track discovery meetings booked. This creates a natural tension that prevents people from taking shortcuts.

If they try to game the quantity, the quality metric turns red, and the issue is immediately exposed in your Level 10 Meeting. As an owner, you must teach your team that the Scorecard is not a tool for micromanagement, but a system for self-correction. When a number is red, it is an opportunity to use IDS to solve the real bottleneck, not a signal to write someone up. If you build a culture where red numbers are treated as data points instead of character flaws, the urge to game the system disappears.