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Weekly Strategy & Key Performance Indicators (KPI’s)


Now that you have Goals that have passed the B.E.S.M.A.R.T. filter and hopefully you’ve narrowed down your focus to your most compelling goals (3-Business, 2-Personal, & 1-Relationship Goal).  Next is up is to establish your weekly strategy and link your strategy to activities that can be measured.

Too often, when I help people that have struggled to blow past their goals in the past, I learned that they did, in fact, create meaningful goals that passed most of the B.E.S.M.A.R.T. filter; however, they lacked the specific strategies to actually create drive and still ended up failing.  And, even if they had a basic strategy they hadn’t figured out how to track their actions.

The first step is actually pretty easy.  Take your 90-day goal and divide by 12 which will help to outline your weekly goals.  From your weekly goals determine how much of what kind of activity will be required to blow past your goal and give yourself some wiggle room.

Strategy Example,

  • Goal:  12 new clients over 90 days / 12 weeks = 1 new customer per week
  • 1 new client a week may require 3 first appointments with referrals each week
  • 3 Referrals each week may require
    • 2 Networking Events
    • Giving 1 referral
    • 5 walk-in cold calls
    • 2 Follow-up meetings with existing clients

A Key Performance Indicator (KPI) is a measurement used to track how you are doing.  There are two kinds of KPIs used by professionals:  Leading and Lagging KPIs.

  • Leading KPI’s = Activities = What you can control
    • Examples:  # of Prospecting Conversations, # of connect meetings, # of referrals you give
  • Lagging KPI’s = Results = What you can influence, but can’t control
    • Examples:  # of new clients, average transaction size, $ in the bank

Often times, sales teams are managed by KPIs with and sometimes with an iron fist; however, the information in Lagging KPIs is exactly that, LAGGING.  Lagging KPIs are certainly critical because we ultimately need to learn if the activities we are engaged in are creating the results we need or not.  On the other hand, leading a sales team using only Lagging KPIs is like trying to drive your car on the highway with the windshield blacked out and only using your mirrors to steer based on where you’ve been.

  • Manage with Lagging KPIs
  • Lead with Leading KPIs

Please consider which Leading and Lagging KPIs you will use to track your activities and results.  Which KPIs will be most effective?  Are there any linchpin KPIs or KPIs that control all other KPIs like # of New Conversations with Decision Makers?