C (3:16)

Mm. Yeah. And I think back to the main question here, what to track and why it matters. The most important part of that sentence would be part two, why it matters. Because you know, you want the numbers to serve you. You don't want to serve the numbers we don't track. Just for tracking sake. I'll be in meetings with, you know, the business owner and six months later or finally blow up in frustration of why are we been tracking that? And it's like, because you said so six months ago, like, right. If that ever changes, just let us know. We can stop tracking it. Like if it's not important, it's not important, let's change it. But just don't feel beholden to what you choose. You can evolve, you can Change, you can realize that's no longer important. And then the other thing is a lot of times we can have two businesses doing the exactly the same thing and have two different scorecards, you know, because a lot of times their scorecards can be tied to what's more important to them, to their goals for the year or for the next five years, to their core values. They might attach scorecard metrics based on their core values. So it can really differ just by the company and not even by what you're selling. So there's never one right answer, you know, is what I'm trying to get to. But in doing a crap ton of these things, we have kind of formulated the best of the best kind of some of the crossover metrics we've seen across different clients in, you know, some five key areas of marketing, sales, customer support, finance, and socials.

B (4:51)

Yeah, no, I think everything. Let's. Let's break down a couple of those things that you said, because I think it's really good to, like, identify with words, how things work for people, because sometimes, you know, you and I speak so much eos, we talk so much Eos. I think sometimes it's easy for us to get an eos language. And let's just make sure everybody's tracking with us, because I think that that's pretty important. So in the land of eos, entrepreneurs, operating system, Gino Wickman's system that comes from the book traction. Scorecards are one of the things that lines out there. And there are a couple of things within the system of how you should run your weekly meeting. Level 10 meetings is how Gina would say to do it. Some of those things can be adjusted on the fly. And some of those things we want you not to touch once you, once you set them right. And so, you know, we've talked about rocks in previous weeks. I think we even gave a giveaway a couple weeks ago about rocks. But anyway, rocks are something where, hey, I've set my annual goal that's gonna break down into quarterly rocks. You eat an elephant one bite at a time, right? So I, once you set a quarterly rock, eos would say, hey, leave it. Like, don't. Don't be switching up your goals on people. Otherwise you're gonna confuse your people. People are gonna feel like, I, I'm three quarters of the way done with this. You want me to stop now and go a different direction. And that can create frustration in your team. There are times where pivots can be allowed, but I would say nine times outta 10, you should probably just stick with your, your quarterly rock's gonna get you to annual goal scorecard though. Just like you were saying, Taren can be something that's flexi. I mean, like, are these numbers not making sense anymore for you? Like you were saying, sometimes visionary can think or even team can think. These are really important numbers. You start tracking them and you realize these numbers don't tell the story. Right? Cause the scorecard should be telling a story from top down, right? Like how, what, what are our goals top down. And if we're spending this much on ads and it's yielding to this much on sales and it's then yielding to this much energy put out in customer experience, are these the outputs that we're seeing and that we're wanting as the through line for the business? Well, there's some metrics you can start tracking that just don't make sense. Once you start watching them, you're like, that number doesn't tell a good story. You want your numbers to tell stories. So I think like you were saying, if, if visionary or team starts feeling like the numbers that we're tracking aren't serving them, I would really advocate for hiding those lines. Like it can be a temptation, just delete the lines. But if you've been tracking some metrics, sometimes it's nice because you might feel like downstream to realize, oh, wait a minute, actually that number was really important. And if you've gotten all your numbers populated for a set of weeks or months, it's nice just to like unhide that field again on, on the Google Doc and be able to see what those numbers are. So I think hide them or add them. That can happen. That can happen every single week if you wanted to. But I would say it's better if you can get to what are the best stories that my numbers are telling me and how can I associate a weekly movement in those numbers that tells me are we doing good, are we doing bad, so that we can then create action that comes out of it. And some numbers are monthly numbers, right? Some that you tie off your books monthly. You're not going to have, you know, active profitability probably on a, on a weekly basis, but month over month you should be watching those kinds of things. But also something else you said that I thought was really good is there are multiple scorecards you could be tracking. I mean, so let's say you have a tech department. Well, the tech department should be doing its own level 10 meeting that has its own scorecard. Because there are some numbers that probably make A lot of sense to a tech department that you're not going to roll all those numbers up to your master scorecard for the whole company that your leadership team's looking at. Same thing. The marketing team might have some very specific metrics we want to track for the marketing team, but not all those are gonna roll up into the level 10 for the leadership team. You know, it's gonna be each one of these departments has their own level 10 with their own scorecards. So I would say in that I personally believe if you have a tech team, everybody on the tech team should have numbers they're responsible for that are tied to their role. If you have a marketing team, everybody on your marketing team should have metrics that are tied to their role. Customer service team is another one that does their own L10. And there should be metrics that are really specific, tied to people's roles. And the cool thing is, if you can create a job description that has key metrics that you're. That people are responsible for that you're then looking at on a weekly basis, you have a very real time showing of, is this person doing a good job at their job or not? Yeah.

C (8:44)

You know, my favorite thing about building out a scorecard is, Aaron, dude, tell me.

B (8:49)

You know, when I.

C (8:50)

When I'm onboarding with new clients and we're taking them through the meeting structure and getting through all the parts of it and come to the scorecard, and it's something they don't have yet. As metrics, we start with a wish list. You know, it's not based on what you can get. It's based on what you want to get. An ideal world, which number would you want to have?

B (9:07)

Right.

C (9:08)

And from there, from discussing that with them every time, a hundred percent of the time, this pulls up issues and problems within their operations and business that need to be fixed. Once they're looking at a number and they're like, well, that sounds like an easy number to get. Why can't I get that number?

B (9:24)

Right?

C (9:24)

And now we realize, okay, nobody's in charge of that. There's no process in place who's keeping an eye on this. And so just by having a wish list of something you want to track, you then open it up to, this is actually a problem area nobody's had eyes on yet.

B (9:38)

No, that's good, because I think I do think you're right. Sometimes we can get into super operational mode of, well, that's a great number, but we can't. We can't get it right now. Our CRM doesn't pull that kind of number. We don't have those kind of analytics. We haven't dropped cookies on the pages like that to be able to track back clicks or activity on, on those different funnel like and we can get really stuck in the minutiae of can we do it or can we do it or can we not do it right now. But it's like you said, I've seen you go through scorecards where you just color those line items a different color and you're like, hey, this is for future. We're just going to put it here. And then that actually creates a rock or a to do of. Well, how could we get that metric? If we're saying that metric's important, how could we get it? Do we need to think about a change up of our CRM? Do we need to think about how we're doing our marketing? Do we need to think about investing in another tool that maybe clips on top of our website that's able to, you know, track numbers, even them better? You know, I think that there are things that each one of us should be asking of what's our current state and then what's our desired state and then that's a lot of time going to help us on the trajectory. Because if you, I, I can't, I can't overemphasize this enough. You would be horrified if you knew how many businesses don't track good numbers. You know, every business tracks some numbers, right? But a lot of businesses only track a couple key numbers and, and they only tell a partial story. So then you could be believing only half truths about your business and realize in real, you end up in really bad places because all you've been watching is your sales team and how they're closing. We're not paying attention to our profitability or how much we're spending there. You can be tracking how well the marketing team is doing on roas. You know, so you feel really good about the return on your ad spend, but we're not chasing that down to ask, but are these the right, are they getting us the right avatar or is the sales team coming up with goose eggs over and over again? Because yeah, we're getting a real cheap lead, but they're the wrong people. The sales team gets them on the phone and they can't close because they're not qualified. So I think really understanding this is the story that your scorecard should tell. From top of funnel all the way down to desired place and then associating metrics back that you can hold certain people responsible to. To tell the story. Right. Because sometimes I've also seen people to you that come up with their numbers and they just assign it to a rando, like some random VA that's overseas that doesn't even show up on the call that's filling out the numbers. We look at the numbers and somebody has a question about it, they're like, hey, that doesn't look right. Like what, what's going on with that number? Nobody on the call knows because nobody on the call is responsible for it. And I think that that doesn't serve anybody well either. So I'd say assign a name to it for somebody that's going to be on the call and it's okay still to have you know somebody that's overseas, maybe pull your numbers for you. As long as you realize if your name's next to it, you've got to explain why it's right or wrong.

C (12:15)

Yeah, that's the most important part there.

B (12:17)

Man.

C (12:18)

I just had a thought and it left. Aaron, you got me so excited.

B (12:21)

That last part, it jumped outta your head. I was that enthralling. I had engaged you that deeply in all of my deep wisdom.

C (12:28)

Yeah, it'll come back later.

B (12:30)

It's okay. Taran, why don't you give our amazing listeners some examples of role specific numbers that could be on a scorecard and maybe just like shout out like this is, this is the department. This is the number. This would be a good example of the person that should be responsible for that number.

C (12:47)

Absolutely. Aaron, I was expecting you to ask. In the marketing area, we've got a couple of options here. There's your marketing tech. They can definitely handle what's our email list, Net growth and the digital product space a lot of people are keeping an eye on. We talk net growth because you can have 3,000 new leads, but you can have 2,000 that left because they're tired of hearing from you. So what's more important is the net leftover because if you're only tracking new leads, you're going to be thinking you're doing better than you are. So net growth a thousand because you took 3000 in, but 2000 unsubscribed email performance last 30 days or last 7 days just broken out. Account wide is usually how CRMs do it, which is how I like to do it. You can break it up into something just like a newsletter if you send that out. But I like account wide. So what's your open rate and your click rate? You know you really want to see that steady. It's usually, if you're a healthy email center, it's usually just going to be steady. You can get little upticks if you wrote something gold. You can get downticks if it's bad. But it's not like it's going to go from 20% to 70% to 20%. It's like, if you're healthy, you know, it's going to climb up 40, 50, 60%, and that's going to be awesome. But then again, we sent an email out on Thanksgiving or no, on Black Friday. Terrible open rates. It's because the newsletter usually goes out on Thursday. And we're like, Thursday's Thanksgiving. Let's wait till Friday. Terrible open and click rates. So we learn next year. Let's send it Wednesday and see how it does. So it's also like a way to see week by week what didn't work.

B (14:25)

Tara Knight, can I say something on those numbers that you were just talking about, something that John Acuff's team did that I really liked about their scorecard that was really cool. Was, you know, a lot of times visionaries can complain about their marketing firms. There's like, are they really effective? Are they really doing it? Is it really producing? You know, but so we started trying to determine, like, how can we get to the bottom line of that? You know, like, how can we split out John's earnings from speaking on a stage to John, actually from a stage driving people to a digital product, you know, and so the marketing teams would create these lead magnets that would, you know, hopefully get some downloads and hopefully add people to our. Our newsletter like that. That would be the hope on their end of things. So John the speaker would get paid to be on stage, but as soon as he brings up a slide, like, did people capture that QR code? Did they then go to the landing page? Did they then download the tool? Did they then get added to the newsletter? And it was a really clean way for us just to watch marketing efforts on. Did that. Did that lead magnet, was that interesting to people? Was that a good slide? Did people take action on it? Did people seem to want it when they got to the page, did the page convert? I mean, did people actually download that particular lead magnet? And then from there, did we actually make sure that they were added to the newsletter? Cause sometimes you can get stuck in any one of those, right? And it's really easy to have those siloed out. And this person's creating it and this person's Presenting it and then nobody's really watching it. And we felt really good about the energy expended. But is it really, really yielding? So I think that it's a great example of when you start tracking numbers in a funneled way, like you're talking about with emails and people being added to a newsletter. Like how are we adding them to a newsletter? Are these lead magnets working? I know Pace, Pace Morby used to have, we used to track like six or seven different lead magnets of his and it was like, hey, are these working? Are these not working? Because I think then it gets you really clear on should we keep dropping that in the dms? Should we keep including it like John Acuff up on his slides? Is this yielding what we want? And so getting really clear on what do you want? Do you want more downloads? Do you want more newsletters? Like are you trying to get them all the way to a sale? So I think that each one of those things is a pretty cool thing to watch.

C (16:31)

Yeah, I mean, which leads to sales. You know, what are your, what are your total weekly sales either by, by volume or by dollar? Are you tracking quarterly, monthly, year to date? Do you want to track those totals as well? You can even go by rep. Probably not on the leadership one, but in a sales department you'd really want to be keeping metrics by rep. Sales metrics are huge and that's actually where a lot of people are already doing well because it is such a metric driven position. But you also want to see closing rate calls booked and completed. Keep that in mind with your sales customer support.

B (17:05)

Wait, wait, can I say something about there? I think that last thing you said was so good and I want to make sure people don't lose it. Sometimes you can just watch the number like amount of money coming in. So maybe the marketing scorecard leaves off with we drove you this many leads.

C (17:18)

Right?

B (17:19)

Because that's what marketers are looking for. How many clicks and then how many, you know, whatever the call to action that we're trying to drive marketing efforts to. Right. So then when it gets to book a calls they can feel like their job is done. Right? So they we bring it all the way down, that moves to sales. Well then like you just said, the things that you should be tracking from your sales team is calls booked, calls like attended. How many shows no shows did you get? And then how many did you close? And I love that when it's all on one line item where it's like this, how many booked this, how many show this how many I closed. And then a percentage of closing and so of total booked, of or of total shows. This is how many we closed and a percentage that you're holding each one of your salespeople accountable for. So maybe you roll that whole thing up and do a main leadership team up. Hey, full sales team. This is what our show rate is. This is what our closing rate is. This is our percentage. But drill it down in a, in a sales L10 where just like you said, you stack your six or ten sales guys end over end, numbers over numbers. It shows very, very quickly who's performing and who's not performing. And you don't have to say anything. Make them put their numbers in. Right. And then see how the meeting goes. When you, when you line people up side by side like that, shoulder to shoulder, it just becomes very apparent. And I think that it takes a lot of the even coaching out of it. Like it's, hey, so your numbers are down. What don't you have that Bill has? Because Bill's kicking ass and taking names with the same stuff. So where's the problem? So I think that they're just getting it really clear. So there's not slippage, especially for sales team. Because sales team love to tell stories, right. They're. They're paid storytellers. Right. So you let them just open the floor to a narrative and they're like, well, I got on the phone with Sheila and Sheila was telling me this about this and then we got stuck on this and I was telling her about that and it's like, I don't care about any of that. All I care about is how many booked, how many showed, how many you close. And if your rate is down, like, let's get to the bottom of that. Cause I'm only going to let you go so many week over weeks like that.

C (19:08)

Yep. Another quick one I can jump to is customer support, you know, and that's usually tickets.

B (19:16)

How many are free, how many are.

C (19:18)

Solved full time to solve ticket backlog, you know, that kind of first touch point.

B (19:27)

Great. I think it's really important, you know, and, and I think we can probably button it up with this one and just lean in here a little bit. And that is like all your marketing efforts should lead to sales efforts. All sales efforts should lead to customers in the kitty.

C (19:37)

Right.

B (19:38)

And like these are paying customers that are going to move forward with us. So I need to know that when they reach out, they're being up in a time that's appropriate, you know what I mean? That they're not taking forever to be replied to. So I think exactly. You said like, what's the, what's the turn time like from first reach out? How quickly are we responding to people? How many emails, how many open threads do you still have in your inbox? I mean like I think any of the ticketing will tell you that kind of stuff now. Um, but just determining how clogged are your people, you know, to 300 emails out there and week over week, we're looking at about 300 emails. Probably need some help. And Moose really agrees with that. And that's the thing that I appreciate about Moose Taren. We've done a great job today talking about metrics, tying them back to your people and then holding your people accountable to them. So I hope Ops experts, you guys appreciated all that. Once again, if you want any of those assets from the EOS level 10 meetings, we did a great 30 minute webinar and we did some Q and A and I gave you all the tools. It's on Thecolabteam.com and check it out there. Otherwise, Ops experts, thanks for tuning in today. Taran Turner, thank you for being a king at all your metrics because you crush your metrics.

C (20:45)

Got it. See you later.

B (20:46)

See you, man.