We just hired our first dedicated customer success manager, a role we have never had before. Since we have no historical data for this seat, how do we set realistic weekly scorecard targets without setting them too low or setting our new hire up to fail?

Question

Tyler Smith · Accepted Answer

Setting targets for a brand-new seat on your Accountability Chart can feel like throwing darts in the dark, but you cannot let a lack of historical data stop you from tracking weekly activity.

First, look at the GWC of the person in the seat. Since they get, want, and have the capacity to do the job, involve them in setting the initial targets. Ask them what they believe is a realistic, high-performing weekly output based on their past experience in similar roles.

Second, start with a ninety-day pilot phase. Clearly communicate to the new hire that the first quarter is about establishing a baseline, not locking in permanent benchmarks. Set a draft target that feels reasonable, and track the data weekly without penalizing them if they miss it.

Third, look at your capacity model. Reverse-engineer the target from your business goals. If your customer success manager needs to retain one hundred clients, and each client requires a quarterly check-in, the math dictates they must complete eight client reviews per week.

By the end of the ninety days, you will have twelve weeks of true data to adjust the target. This approach builds trust with your new hire and ensures your targets are grounded in reality rather than guesswork.