Our team has figured out how to game our high-volume activity metrics by logging low-value tasks to keep their scorecard columns green, which makes the data useless for forecasting. How do we pair activity metrics with quality or outcome-based counter-metrics to stop this behavior?

Question

Tyler Smith · Accepted Answer

When people are measured on pure volume, they naturally optimize for the easiest path to hit the target. If you measure sales calls, you get short, low-quality dials. To fix this, you must pair every activity metric with a quality or outcome-based counter-metric. This creates a healthy tension on your Scorecard.

For example, if your sales development representative has a metric for fifty cold calls per week, you must pair it with a counter-metric like five qualified discovery meetings booked. If the operations team has a metric for twenty support tickets closed, pair it with a customer satisfaction score or a ticket reopen rate.

This approach aligns with Marcus Buckingham's strengths framework, which emphasizes focusing on outcomes rather than dictating every step of the process. When you measure the outcome alongside the activity, you allow team members to leverage their natural talents to achieve the result, rather than turning the Scorecard into a checklist of mindless tasks.

Ensure that both metrics are on your weekly Scorecard. If the activity metric is green but the quality metric is red, it is an immediate signal to IDS during your Level 10 Meeting™. This prevents your team from gaming the system and ensures your weekly data represents real progress toward your V/TO goals.