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Totally agree - I'm challenging the sales dept over here to actually work with process goals instead of results. For example amount of meetings might be an interesting metric, but what makes for a GOOD meeting?

Can we identify a good meeting and "turn up the good"? Much harder, and requires actual leadership.

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you can generally measure that with churn in the enterprise Saas world. But that's a lag indicator so it's tough to see into the future. To address what a good meeting is, I worked for a startup where a salesperson closed Netflix as an account, we all gave each other high fives but they never used the product due to security concerns and churned a year later. Meanwhile I understood that we were still in early stages of product development and closed winery clients and they are still customers after three years because what we had at the time is what they needed. Netflix wasn't a bad customer, but the salesperson set expectations too high and the eng team got crushed by the demands.

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