Levers: The Framework for Building Repeatability into Your Business

Are there any other metrics we should be watching on a daily, weekly, or monthly basis? Why? There may be metrics you didn’t discuss going through this exercise that you may not be trying to move directly but you want to make sure you keep an eye on. Make sure to capture those as a team now and include them.

When will we do a longer deep dive on these numbers? Who should be involved? Create space once a quarter or even once a month to discuss as a team broader trends you might notice within your metrics. Spend time reviewing the goals you set for that time period, where your numbers have been going, and how the KPIs you’ve chosen

When and how will we check in on them regularly? Start with running a weekly KPI meeting where you review the company KPIs and each team talks through the status of their key metric and the experiments they ran to try to move it. During these meetings, focus on answering four questions: (1) What did you do to move the KPI? (2) What happened? (3) Wh

move our KPIs predictably?

a core leadership team, and with any team leads or department heads, answer each of these questions: Where will our KPIs live? The more accessible the better. You might keep them on a TV screen in your office or written on a whiteboard. Everyone should know where they can go to see where your KPIs are right now and where they’ve been over time. Who

Once you start on the path of identifying the numbers you’ll be tracking, the next key challenge will be embedding them into everyday culture and decision making. If your entire team is not using the metrics you came up with to actually decide what to do in the business, the exercise is useless.

Your KPIs are relative—they only matter to the degree that they help you see whether you’re getting to a key milestone. Milestones are just steps along the “if this, then that” chain. The value of a milestone is in its ability to make a new milestone possible. They only matter to the degree that change the fundamental reality your business operates

What unvalidated, high-priority assumptions are we trying to prove with this focus? What number tells us the status of that thing, whether what we are trying is working?

What’s the single most important thing we have to achieve as a business right now? Why does that thing matter? Where does the thing we most need to achieve live in the revenue formula? What driver(s) does it affect? What will achieving this goal prove about our W3? What validated, high-priority assumptions are we acting on with this