Who should I reward, who should I warn and who should I terminate?
C level executives focus on leverage points to make changes or influence that have a high payback for every unit of effort and time. Said another way..they want a big bang for buck of their efforts so they look for high leverage activities that have a big impact.
If you run an internal IT help desk….for example, a law firm or a hospital or other technology driven entity..…you have significant influence on the productivity of other internal people that the company pays a lot of money to show up every day and produce and generate revenue.…that's a leverage point.
If you run a customer service operation ….you have a lot of influence whether customers will buy more products/services…it's a leverage point. Anybody your company lets talk to customers is the face of the company and in a very influential position. Sure sales people generate revenue but customer service folks keep the customers coming back with their checkbooks….or not coming back.
C levels want well-oiled machines…and they know that the only way to achieve this is to have the absolute most talented employees. The best and brightest leaders are fair and decent people. They want to reward, warn and terminate using objective data (i.e. metrics), but they rarely get it because it's often too hard to get this kind of information quickly from call tracking systems.
See examples of the kind of information that you can use to reward, warn and terminate: