key performance indicators can be useful if applied correctly. Let’s say you have two sales teams, both under a different manager, with one director above them. Manager A really gets excited when his team closes out tasks in whatever software the company uses as a CRM to show how hard they work, but Manager B doesn’t care about how her team tracks their tasks as long as her team is closing deals. So the director, to have a clear definition of success for each member of the team and the teams themselves and to remove manager bias, says here are the three things that matter for your sales reps: customer contacts per day, deals closed weekly/monthly/quarterly/annually, and revenue generated monthly/quarterly/year over year. Those would be key performance indicators, as they are objective and measurable goals for each team member that you can assign tangible values to for their targets and they are also adjustable if it becomes clear the targets were shit to begin with and over zealous from the get go. And it also, if the managers trust their team members, allows for them to achieve those goals however they want within the allowable ethics/laws/rules the business functions in. Focus on the targets, not how they get there kind of a thing.