Leave with a decision-focused scorecard with explicit metric definitions.
Start with a real buying situation
For the worked example, the audience is a founder preparing to manage a growing leadership team. Their problem is that important decisions return to the founder even after delegation. The desired practical outcome is clearer decision ownership and a repeatable reflection routine.
The example is deliberately bounded: personal discussions must have explicit confidentiality boundaries. That condition should influence the promise, scope and next step rather than disappear from the marketing copy.
| Illustrative offer | a structured leadership coaching programme |
|---|---|
| Buyer question | Which recurring decision would you like your team to own without you? |
| Possible evidence | a sample session agenda and a client-owned progress journal |
| Useful asset | a delegation reflection worksheet |
How to complete your marketing performance scorecard
- Define the decision the scorecard should support.
- Choose a small set of metrics with clear definitions.
- Keep source, date range and currency consistent.
- Separate leading indicators from confirmed commercial outcomes.
- Add an interpretation and an owner for the next action.
Worked example
These entries are illustrative planning material, not research findings or customer results. Keep the structure and replace the content with verified details.
| Decision and reporting period | Decide whether to continue the current activity aimed at a founder preparing to manage a growing leadership team. Record the reporting period. |
|---|---|
| Metric definition and source | Define relevant enquiry, qualified enquiry and confirmed sale separately. Add completion and reflection on agreed behavioural experiments only with a suitable source. |
| Actual value and context | Enter measured values, dates and denominators. Leave missing data blank and explain why it is unavailable. |
| What the evidence does and does not show | Activity alone does not establish demand. Changes in completion and reflection on agreed behavioural experiments require context and cannot automatically be attributed to marketing. |
| Next action and owner | Assign the next investigation or improvement to one owner. Review the offer, qualification and evidence before broadening activity. |
Review before using it
A useful operational measure in this example is completion and reflection on agreed behavioural experiments. That does not automatically make it a marketing attribution metric. Define the source, period and owner before drawing conclusions.
- Could someone reproduce each metric and explain what action it informs?
- Check the delivery assumptions: Agree session cadence, confidentiality, cancellation and sponsor reporting.
- Use evidence rather than promises. Keep coaching separate from clinical care and avoid psychological diagnoses.
- Discuss the draft with someone who understands the buying situation. Start with: “Which recurring decision would you like your team to own without you?”
- If the next step is a trial, define its purpose. One possible starting point is to run a clearly scoped introductory session and agree one behaviour to practise.
Common mistakes and a better review
Do not fill a missing fact with an impressive-sounding number. Mark it as an assumption, explain how you will check it and give that check an owner. A short, honest document is easier to use than an elaborate plan built on unknowns.
| Watch for | A rise in visits does not establish a rise in qualified customers. |
|---|---|
| A real buyer concern | How can I prove coaching will pay for itself? |
| Useful response direction | We can agree observable behaviours and review them. We should not present a coaching conversation as a guaranteed financial return. |
| Evidence to collect | The buyer’s own account, a sample session agenda and a client-owned progress journal, and records relevant to completion and reflection on agreed behavioural experiments. |
Your working sheet
Write your own version below. Notes are saved on this browser when local storage is available. Use Download to keep a separate copy; avoid adding confidential information on a shared device.
Example: Decide whether to continue the current activity aimed at a founder preparing to manage a growing leadership team. Record the reporting period.
Example: Define relevant enquiry, qualified enquiry and confirmed sale separately. Add completion and reflection on agreed behavioural experiments only with a suitable source.
Example: Enter measured values, dates and denominators. Leave missing data blank and explain why it is unavailable.
Example: Activity alone does not establish demand. Changes in completion and reflection on agreed behavioural experiments require context and cannot automatically be attributed to marketing.
Example: Assign the next investigation or improvement to one owner. Review the offer, qualification and evidence before broadening activity.
Review your work
Tick only what you can support with your answer or practice. This is a reflection checklist, not an automated assessment.
Questions about this resource
How do I adapt this for my executive coaching business?
Replace the audience, offer and evidence with your actual information. Begin with a recent buyer conversation about why important decisions return to the founder even after delegation, then check which assumptions match your business.
Is the filled example ready to publish?
No. It is a working example. Verify claims, permissions, prices, current capabilities and any customer information before using it externally. Keep coaching separate from clinical care and avoid psychological diagnoses.
What should I do after completing the worksheet?
Use it to make one decision or have one focused conversation. The intended output is a decision-focused scorecard with explicit metric definitions. Set a review date and update it when the evidence changes.
Illustrative business worksheet. No customer results, market rates, traffic volumes or performance benchmarks are implied. About these resources.