Our account management team is hitting their target of four client check-in calls per week, but client churn is still increasing. How do we adjust our Scorecard to measure the actual effectiveness of these touchpoints rather than just tracking raw activity volume?

Question

Tyler Smith · Accepted Answer

When employees hit their activity metrics but your business outcomes still suffer, you are tracking quantity instead of quality. Checking a box by making four phone calls is easy, but it does not mean the calls were effective. To fix this, you must refine your Scorecard to measure outcomes or leading indicators of value, rather than simple activity volume. Instead of tracking total client check-in calls, track the number of client health assessments completed with a passing score. Or track the percentage of accounts with zero unresolved issues older than forty-eight hours. This shifts the focus from the act of calling to the value delivered during the call. If your account managers must make those calls to get the health assessment completed, the activity still happens, but the quality of the interaction improves. Review this in your Level 10 Meeting. If client churn is up, drop the activity metric, list the issue on your IDS list, and design a new metric that measures customer engagement or health. This ensures your Scorecard tracks progress toward your business goals, not just busyness.