THE NUMBERS DON'T LIE… OR DO THEY?
Tony Robbins
![Tony Robbins]()
Tony Robbins
#1 New York Times best-selling author, life and business strategist, philanthropist, entrepreneur
Selling is a numbers game, and all sales organizations keep track of certain sets of numbers. It is easy to obsess over the obvious numbers like monthly or quarterly revenue or close rates. Unfortunately, those numbers simply give you the “final score” without telling you anything about how your team played the game. If you want to improve the way your team plays the game and boost the score in the future, you need to be paying much closer attention to another set of numbers, namely, the Key Performance Indicators (KPI) that give you insights into how well each member of your team is actually playing. Read more…
Leading HR Function
11 年I completely agree @ Katherine
Ayudo a Profesionistas Empleados y Emprendedores a Generar Cripto-Ingresos e Ingresos Digitales además de su sueldo o ingreso |inversiones digitales | Patrimonio |Mindset Retirement
12 年The Numbers always tell us the Story!... -AG- Thank You @Tony Robbins
Recruitment, Training and Development
12 年I agree with Mr. Tony, KPI is something we have to achieve, and it should be describe with target number.
discendo discimus
12 年I dislike the concept of sales beyond all else. Sales as a KPI is like getting an army officer target of "killing as many of the others as you can". Its crude and there is NO STRATEGY and NO PLAN. Imagine if the governments primary KPI was to generate TAX, or the power utilities KPI was to generate more power. I am not saying having a sales KPI is a bad thing, but it must take into account all aspects of business - such as customer retention, profit margin, marketing strategy etc. Otherwise you may as well call yourself "MiddleMan Inc".
Partnering with Business Leaders on Digital Transformation
12 年KPIs are certainly an undeniable part of any sales/service culture today. Using a combination of results (revenue/GP/SLA) and KPIs, leadership can help provide under-achievers with a roadmap to success and show over-achievers ways to get even more out of themselves. The problem is that KPIs are designed for the masses to achieve a given goal, not EXCEED them. Since these are usually time consuming activities, it is typically impossible for over-achievers to exponentially increase their KPIs and achieve their targets without deviation. For example, an inside telesales KPI might be to make 100 prospecting calls a day. A top producing (300% of plan) rep can't possibly make 300 calls per day so they must deviate to achieve their results. I often see management that doesn't always know how to use KPIs correctly and can get hung up on KPI achievement, sacrificing the over-achievers results activities instead of comparing KPI to Results as tools for individual/group improvements and model forcasting to show the impact on KPI achievement/improvements.