At XANT we like to measure progress. If you look in our salesroom, there is a constant feed of appointments, dials and contacts to track the progress of each individual salesperson. We even added a recruiting metrics TV in our admin department, and now everyone knows how our recruiters are meeting their goals.
Tracking progression and setting goals must first start with a standard. If I want to become stronger, I have to work out every day. Then I start making goals, e.g., 100 pushups every day. In our company we set many goals, but we first must know our standard.
As the education team contemplated this theory, we looked to the inputs and outputs concept. Inputs are what goes in to your department mainly outside of your control that help to contribute to the output of your department. The outputs are what you produce to contribute to your company’s growth. These inputs and outputs can be considered the standard, whereby then you can set important goals.
This is what we came up with.
The education department also conducts company meetings once a month, providing valuable instruction to succeed at XANT. Last Friday, we took time to let every department map out their inputs and outputs. This learning experience helped us to tangibly see the standard by which we set our goals.
The best part of this exercise was seeing how some departments’ outputs would contribute to others’ inputs. Knowing how your department contributes overall to the company, and knowing that other departments’ success depends on you helps increase overall performance. It also helps set goals a little higher and helps any company function just that much better.
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