Metrics on CrossLead allow Item Owners to set measurable goals, align the rest of the organization on where they should focus their efforts, and to track their performance over time. 

Metrics take many different shapes, there are OKRs, KPIs, IPAs, and even Pirate metrics. Don’t let the acronym soup stop you from adding them to your Items in CrossLead. Start with a group conversations, make an informed selection, ask your team to focus on improvement of the metric, revisit the selection after a set period of time, and if using the metric had the expected results, continue use, if not, modify as necessary.  

The process of adding metrics to your Items should be inclusive with the participants. These are some helpful guidelines when facilitating the discussion with your team:

  • Metrics should be understandable (use the least amount of jargon or acronyms in the title).  Put in enough details in the title of the metric so that non-members of your team can understand the metric. The connection between the metric and how it shapes the success of your team should be captured in this title, if necessary.
  • Metrics can be cross-functional or team specific. Be sure to identify if you plan to share this metric with other teams, or whether it's unique to your strategy or business function. Having a cross-functional metrics as a measure of success will help other functions understand your goals and will see you as contributing to their success as well.
  • Simplicity is key when determining what to measure. Complicated metrics that do not come from a centralized repository will make updating them more difficult and thus less relevant and useful to your team.
  • A review cadence of metrics' relevance is a solid way to ensure that as your plans and projects change and adapt, your metrics reflect any changes in scope, impact, and objective. Establishing this as part of your Operating Rhythm is key to ensuring the long term relevance of your metrics. 
  • Establish a mix of forward and backward looking metrics (also referred to as leading and lagging indicators). These range from metrics such as 'uptime' or 'number of bug fixes' (also called sustainment metrics) to 'customer satisfaction' and App Store rankings (also known as relative metrics). Sustainment metrics allow you to review past performance, while relative metrics like a higher ranking in an App Store could predict higher revenue, more users, and employees (these are absolute metrics that are generally best to measure in real-time).

Regardless of which metric you choose or planning framework you use, adding metrics to your Items is easy. Click here to dive in.

While making new metrics is not difficult, creating too many custom metrics that other teams in your organization don't utilize can make it hard to communicate progress cross-functionally. While different business units have distinct metrics, ensuring that your team is aligned on what their North Star should be is crucial for their success.

Finally, as you become more comfortable with metrics continue to ask questions like these to refine and adapt your metrics:

  • What does your leadership measure?
  • What is reported to the Board of Directors or in a public Earnings Report?
  • What subordinate metrics are connected to what you currently track?
  • What do you want to measure that you can’t?
  • What type of behaviors do you encourage or discourage by what you 're measuring?

Check out the links below to consult additional resources in creating your metrics: 




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