A sales rep scorecard tracks one rep's numbers against target each week, from activity through pipeline to closed revenue. Most templates stop at counts. This one adds the call skills that explain the counts, and a line for the deals that need coaching this week. Copy it into a sheet, one tab per rep.
The template
| Block | Metric | Definition | Target | This week | Last 4 weeks | Note |
|---|---|---|---|---|---|---|
| Activity | Conversations held | Calls or meetings where the buyer spoke for more than a few minutes | ||||
| Activity | First meetings booked | New first discovery calls on the calendar | ||||
| Pipeline | New pipeline created | Value of opportunities created this week | ||||
| Pipeline | Pipeline coverage | Open pipeline in the quarter divided by remaining quota | ||||
| Pipeline | Stage conversion | Share of opportunities that moved forward a stage this week | ||||
| Outcome | Closed won | Value closed this week and quarter to date | ||||
| Outcome | Quota attainment | Quarter-to-date closed won divided by quarterly quota | ||||
| Outcome | Win rate | Won divided by won plus lost, trailing quarter | ||||
| Call skills | Discovery: impact | Average level on scored calls, 1 to 5 | ||||
| Call skills | Stakeholder mapping | Average level on scored calls, 1 to 5 | ||||
| Call skills | Gaining commitment | Average level on scored calls, 1 to 5 | ||||
| Call skills | Skill being coached | The one skill the rep is working on, with the date it was set | ||||
| Deals | Deals with a dated next step | Open deals where the buyer agreed a next meeting with a date | ||||
| Deals | Deals reviewed this week | Deals the rep talked through on a call with their manager or coach |
Leave the target column for your own numbers. The right targets depend on your deal size, cycle length and segment, and a template that ships with targets borrows someone else's business.
- ActivityConversations held, first meetings booked
- PipelineCreated, coverage, stage conversion
- OutcomeClosed won, quota attainment, win rate
- Call skillsHow well the rep runs the conversations
- DealsDated next steps, deals reviewed
- ActivityConversations held, first meetings booked
- PipelineCreated, coverage, stage conversion
- OutcomeClosed won, quota attainment, win rate
- Call skillsHow well the rep runs the conversations
- DealsDated next steps, deals reviewed
Combine leading indicators (calls made, opportunities created, meetings booked) with lagging ones (closed deals, average deal size, quota attainment): the leading rows move this week, the lagging rows confirm it a quarter later. The call-skills block adds a third kind: how well the rep runs the conversations the counts are made of. The full scoring system behind that block is in the AI call scoring guide.
How to use it
- Pick the rows for the role. The rows by role table below lists them for SDRs, AEs and account managers. Keep three to five KPIs per block. For SDRs, swap the pipeline block for meetings held and meetings accepted by an AE, and score cold-call skills.
- Set targets with the rep. Agree the target column at the start of the quarter. A rep who helped set the number argues less with the gap.
- Fill the call-skills block from scored calls. Use the team's call scorecard or the discovery call scorecard template. If a model does the scoring, check it first: rank ten calls by its scores and by your best manager's, and look at how closely the two orders match.
- Update weekly, before the 1:1. Numbers in by Friday; the scorecard opens Monday's one-on-one.
- Read across the blocks. Low pipeline with strong call skills is an activity problem. Healthy activity with weak conversion and low impact scores is a discovery problem. The blocks only explain each other when they sit side by side.
- End on one deal and one skill. Pick the deal with the next important conversation and the skill that conversation needs. Set it in the "skill being coached" row with today's date.
Rows by role
The template's blocks stay the same across roles. The rows inside them change, because each role controls different numbers.
| Block | SDR / BDR | Account executive | Account manager |
|---|---|---|---|
| Activity | Dials, emails, connects | First meetings held, discovery calls | Business reviews held, contacts reached per account |
| Pipeline | Meetings booked, meetings held | Pipeline coverage, stage conversion | Expansion pipeline, renewals at risk |
| Outcome | Meetings that became opportunities | Quota attainment, win rate | Net retention, renewals closed on time |
| Call skills | Opener, problem statement, the ask | Discovery impact, gaining commitment | Value review, finding the next problem |
Keep each scorecard to the rows the rep can move this quarter. An SDR scored on revenue is being measured on someone else's work.
Setting the targets
A target column only helps if the rep believes it. Three rules make that more likely.
Derive pipeline targets from the quota. Work back from the number: the win rate and average deal size the team has had over the last few quarters tell you how much pipeline and how many first meetings each rep needs. Show the arithmetic on the sheet.
Set skill targets as levels. "Level 3 on impact by the end of the quarter" is a target a rep can work toward. "Better discovery" is not.
Adjust for tenure. A rep in month two should not carry the same pipeline target as a rep in year three. Use a ramp and write it on the scorecard so the comparison with the team is fair.
What the patterns usually mean
Most scorecards show one of a handful of patterns. Each points to a different conversation.
| Pattern | Likely cause | What to coach |
|---|---|---|
| High activity, low pipeline | Calls and meetings without a reason the buyer believes | The opener or the problem statement; listen to the first minute of three calls |
| Good pipeline, poor conversion after discovery | Discovery finds interest and misses the cost of the problem | Impact questions on the next two discovery calls |
| Good conversion, deals slip at the end | Signer or approval steps unknown | Gaining commitment; map the approval steps on the biggest late deal |
| Strong skills, low activity | Time or confidence | Time blocks and a weekly activity plan, before any skill work |
| Everything green except outcome | Deal size or deal mix | Look at which deals closed and which did not before coaching anything |
Start the review on what the rep is doing well. A scorecard that only shows red is read as a judgment, and the rep stops bringing it to the one-to-one.
Review cadence and ownership
A scorecard needs one owner and three rhythms. The rep owns the numbers in it, the manager owns the review, and RevOps owns the definitions, so "conversation held" means the same thing on every tab.
Weekly, in the one-on-one. Read the deals and call-skills blocks, pick one deal and one skill, and set the "skill being coached" row. Fifteen minutes at most on the sheet itself.
Monthly, with the manager's own leader. Look across reps at the patterns table. If three reps show the same pattern, the fix is a team session, and the one-on-ones can move on.
Quarterly, on targets. Reset the target column with each rep, retire a row that no longer explains anything, and check whether the skill targets set last quarter were reached.
Keeping the data clean
A scorecard is only as useful as the numbers in it, and most of the damage comes from definitions drifting. Write each definition into the sheet (the template's "Definition" column is there for that) and change it only at the quarterly reset.
Keep the quote behind each call-skill score one click away, and mark any week with missing data as missing, so a blank does not read as a zero.
Which parts to automate
Most of the scorecard can fill itself. Activity, pipeline and outcome rows come straight from the CRM and the dialer, so nobody types them by hand. Call-skill levels can come from an AI scorer, once it has been checked against your best manager on ten calls. The parts worth keeping human are the target column, the choice of the one skill to coach, and the conversation about the deal. Automating those turns the scorecard into a report the rep reads alone.
Filled-in example
The rep, numbers and targets are illustrative. A mid-market AE, week 6 of the quarter.
| Block | Metric | Target | This week | Last 4 weeks | Note |
|---|---|---|---|---|---|
| Activity | Conversations held | 12 | 14 | 13 avg | On target |
| Activity | First meetings booked | 4 | 5 | 4 avg | On target |
| Pipeline | New pipeline created | $80k | $95k | $70k avg | Up |
| Pipeline | Pipeline coverage | 3x | 2.1x | 2.4x | Falling |
| Pipeline | Stage conversion | 30% | 12% | 18% avg | Stalling after discovery |
| Outcome | Quota attainment | 46% by week 6 | 31% | Behind | |
| Call skills | Discovery: impact | 3 | 2.0 | 2.2 avg | Lowest skill |
| Call skills | Stakeholder mapping | 3 | 3.1 | 3.0 avg | |
| Call skills | Gaining commitment | 3 | 2.6 | 2.5 avg | |
| Call skills | Skill being coached | Impact, set week 6 | |||
| Deals | Deals with a dated next step | 8 | 4 of 11 | Seven deals have no date | |
| Deals | Deals reviewed this week | 3 | 1 |
Read across: activity and new pipeline are healthy, conversion after discovery is weak, and impact is the lowest skill. Buyers are taking first meetings but not seeing a cost worth fixing, so deals stall before the second stage. The manager picks the biggest stalled deal with a meeting this week and sets impact as the skill. Before that meeting the rep talks the deal through on a call with Caty and goes in with one question to get the buyer's own figure for the cost of the problem.
Three ways teams misuse it
Scoring calls that were never checked. A call-skills row is only as good as the scorer, human or model. Even trained experts disagreed with each other on 18% of scores in our call-scoring research (field guide). Check any scorer by ranking ten calls against your best manager before its averages go on this sheet.
Tying call skills to pay. Once skill levels feed compensation, managers score generously and the block goes flat. Pay on the outcome block and coach on the skills block.
Reviewing the scorecard instead of the deals. A 1:1 that walks every row and ends without a deal decision has measured the rep and coached nothing. Spend five minutes on the scorecard and the rest on the deal it points to; the pipeline review template covers that conversation.
The call-skills block is the part most teams cannot fill on day one. To get a first reading for one rep, score their latest first meeting against the impact levels and put the result in the row. If you want help scoring it, talk to us.
How sales scorecards help seller productivity
A scorecard helps productivity when it changes where a rep spends the week. Counts alone tell a rep to do more of everything. Paired with call skills, the scorecard points at the one thing that is holding the numbers back.
The filled-in example above shows the loop: read the scorecard, pick one skill, work it on the next live conversation of a real deal (with a roleplay built from that deal if the rep wants a rehearsal), and check it on next week's sheet. That loop is where the gain comes from. Reps stop spreading effort across every metric, and managers spend 1:1s on the deal that needs them. Our AI sales experts, set up in your method, can score the calls and run the practice between 1:1s, so the manager starts each week with the skill already identified.
FAQ
What should a sales rep scorecard include?
It should include a few activity metrics, pipeline health, outcomes against quota, and the rep's level on the call skills that drive those numbers. Add a line for deals with a buyer-agreed, dated next step. Keep it to one page, with three to five metrics per block, so it can open a weekly 1:1.
What is the difference between a sales scorecard and a sales dashboard?
A scorecard measures one rep or team against agreed targets and is reviewed on a set rhythm, usually weekly. A dashboard shows live data without targets or a review attached. The scorecard is what a manager and rep discuss in the 1:1; the dashboard is where the numbers come from.
How often should a sales rep scorecard be reviewed?
Weekly, at the start of the rep's 1:1, with a quarterly look at targets. Weekly is often enough to catch a pipeline gap while there is time to fix it. Daily updates add noise, and monthly reviews find problems after the quarter has already slipped.
Should a sales rep scorecard include call quality?
A sales rep scorecard should include call quality. Activity and outcome counts show that something is wrong but not why. Scored call skills, such as discovery impact or gaining commitment, explain the counts and tell the manager what to coach. Use a scorecard checked against your best managers, and show the evidence behind each score.
What is the difference between a sales scorecard and a leaderboard?
A leaderboard ranks reps on one or two outcome numbers so the team can see who is ahead. A sales scorecard shows one rep's activity, pipeline, outcomes and call skills against their own targets, so the manager can see what to coach. A leaderboard can motivate; it rarely tells a rep what to do differently.
Do sales scorecards work for remote teams?
Sales scorecards work for remote teams, and they matter more there, because a remote manager cannot overhear calls or see who is on the phone. Send the scorecard a day before the one-to-one, fill the call-skills block from recorded calls, and spend the meeting on one row and one deal. The quoted evidence behind each skill score is what makes the review concrete over video.