We suspect some of our team members are gaming their scorecard numbers, such as logging low-quality calls or sending automated emails just to hit their weekly activity targets. How do we protect our scorecard from being manipulated?

Question

Tyler Smith · Accepted Answer

When team members begin gaming their metrics, it usually means you are tracking activity without tracking the corresponding outcome. Measuring volume in a vacuum is a recipe for low quality behavior. If a sales representative needs to make fifty calls a week, they can easily dial random numbers or call friendly contacts who will never buy just to hit their target.

To stop this behavior, you must pair your activity metrics with quality or outcome metrics. Every quantitative metric needs a qualitative counterpart to keep the system honest. If you track total outbound calls, you must also track the number of scheduled discovery meetings or proposals generated from those calls. If you track support tickets resolved, pair it with a customer satisfaction rating or a re-opened ticket rate.

Additionally, use your weekly Level 10 Meeting to look at the trend lines. If someone has a high volume of activities but zero closed deals or completed projects over a multi-week period, the data is telling a story. Bring this discrepancy to the table and use the IDS tool to address the root cause. This is not about micromanaging. It is about coaching. If they are hitting their activity numbers but failing to produce results, they either need training, or their seat is misaligned with their GWC. Ensure your scorecard tracks the full cycle of activity and results.