What are some of the *worst* KPIs to commit to achieving?

Question

Stephen O'Keefe · Accepted Answer

I've found two KPIs to be difficult to commit to:

1. Customer Health. If you have a robust algorithm to measure customer health (influenced by a number of inputs ), it can be hard commit to a certain outcome. To frame this another way, I've often observed customer health scores as being a bit of a black box where it's hard to tie the actions you take to specific outcomes when there could be a number of variables outside of your control that influence the ultimate score. I much prefer to commit to lead measures that are directly within the control of the team. KPIs related to customer engagement are a good example of things that are more directly within the team's control.  
 2. Upgrade rate. Many CSM teams are measured on Net Revenue Retention. As part of this, your CSMs may be responsible for identifying growth opportunities within the install base of customers. I find it's effective to measure the team on how many growth opportunities the team identifies but not the close rate or upgrade rate, especially if the Sales or Account Management team owns the closing motion.

Related Ask Me Anything Sessions

Confluent Director, Customer Success EMEA, Conor Holmes on Scaling a Customer Success Team

Yext VP, Client Solutions Management, North America, Jessica Broderick on Scaling a Customer Success Team

Clari Vice President, Customer Success, Nicole Alrubaiyon Establishing the Customer Success Function

Related Questions