Apart from goal setting and the power of playing the long game, I really value benchmarks. I believe what we measure we care about, and what we don’t measure we don’t care about.
It’s really simple. If someone says to me, ‘we’re aiming for this’, I ask how they’re measuring it. If they say, ‘We’re not’, then they’re not really for real.
Actually, I would go further. What we measure publicly we really mean. I’m not that big a fan of secret benchmarks, so there’s two versions: the process benchmark and the outcome benchmark.
The outcome benchmark is the lag measure. You achieve a number of sales or hit a KPI.
The process benchmark is all the steps on the way. Let’s say there’s five steps to a sales process: the initial lead comes in, then there’s how that first phone call is handled, how the email after that is handled, how the second call is handled and the follow up text.
Each of those gets benchmarked, so there’s how many people do I contact in 24 hours, that’s a benchmark and I have to hit it. How many great first conversations do I have—benchmark. How many people respond to my email or text—benchmark.
Benchmark all of it, then you have data telling you how someone cared or doesn’t know how to care about their responsibilities.