We have deployed AI agents to handle our initial outbound sales sequencing, but we do not know how to capture this on our scorecard. Should the sales seat owner track the AI's raw activity metrics, or should the scorecard focus purely on the human hand-off point?

Question

Tyler Smith · Accepted Answer

When you integrate AI tools into your operations, such as automated sales prospecting or automated customer support routing, the temptation is to start tracking the software's raw output on your weekly scorecard. This is a mistake that dilutes accountability. Software does not own seats on your Accountability Chart; people do. The human leader who GWC™s the seat must remain fully accountable for the weekly scorecard metric, regardless of how much of the work is automated. If your sales seat uses AI to send thousands of outbound messages, do not track the number of automated emails sent. Instead, track the high-value human transition metrics, such as qualified discovery calls booked or sales opportunities accepted. The metric must measure the outcome of the automated system, not the activity of the system itself. If the AI agent sends ten thousand emails but generates zero booked meetings, the sales seat owner has missed their target and must solve the system issue. By keeping the scorecard focused on outcomes and human hand-offs, you prevent your team from hiding behind software performance. The owner of the seat must monitor the AI's efficiency and adjust the prompts or workflow if the numbers start to slip. This maintains clear ownership and ensures technology serves your business goals.