This path is for you if the team has a pile of numbers and no agreed definition. Parts walk from the goal to the metric, leading versus lagging, a written spec, a North Star versus a team scorecard, incentive traps, and a review that decides something. Start with the first part on this page.
- 1 From goal to metric (the chain) Most metric fights are unfinished goal conversations in disguise. Walk the chain from objective to behavior to measure to target so your next KPI becomes a decision tool, not another dashboard tile that nobody can act on.
- 2 Leading vs lagging indicators Use lagging indicators for outcomes and leading indicators for early warning. Put both on the review so a green result tile cannot hide a thin pipeline.
- 3 Definitions and metric specs Write a one-page metric spec with owner, grain, formula, filters, and caveats. Definitions beat dashboard debates when two people rebuild the same number.
- 4 North Star vs team scorecards A North Star focuses the company; team scorecards run the work. Build a simple stack of crown metric, input metrics, and team cards so one slide cannot pretend to manage every tradeoff.
- 5 Gaming, Goodhart, and unintended incentives Goodhart’s law: when a measure becomes a target, it stops being a good measure. Pair KPIs with incentives, audit gaming paths, and prefer metrics that are hard to fake without helping the customer.
- 6 Review cadence that works Run a metrics cadence that decides: weekly for levers, monthly for outcomes. Bring roles, a pre-read, and a decision log so the hour is not theater.