Sales scorecard template: one page per rep, each week

A sales scorecard is a single page for each rep that shows how the week went against what they planned. It has four parts: the activity they did, the pipeline it built, the results that closed, and one skill they're working on.

You'll find two other things under the same name. One is the balanced scorecard Robert Kaplan and David Norton described in Harvard Business Review in 1992, built for a whole company. Their article opens with "What you measure is what you get" and argues that financial measures such as return on investment give misleading signals on their own. The other is a page a seller fills in about a prospect's business to show where it's weak. Here it means a third thing: the weekly page a manager and a rep look at together.

Their opening line holds for one rep too. Count only calls, and you'll get calls. Count calls, conversations and meetings booked side by side, and you'll see which step of the week is weak.

Four pages get mixed up, and each has a different reader.

The scorecard is the only one built for coaching. A weekly sales report usually rolls a rep's week up for someone above you, and a sales dashboard puts the team's numbers in one table so you can spot who needs a hand. The scorecard stays between you and the rep and feeds the 1:1. A leaderboard compares people with each other, which is the opposite job: the scorecard compares a rep with their own last few weeks.

Keep it to one page. If it grows past that, nobody reads it by week three.

• Activity: the counts the rep controls, such as calls, conversations and meetings booked and held, each against the week's target.
• Pipeline: new opportunities, what's open, and any deal with no next step or no contact in two weeks.
• Results: deals won this week and the month so far against target.
• One skill: the thing you're coaching this month, with one real example from the week.
• The rep's own view: one line on what went well, one on what got in the way.
• Next week's promise: the numbers they'll commit to.

Pick your activity measures from what predicts results in your sales process. There are seven KPIs worth checking weekly in the sales KPIs guide, but four activity lines on this page is plenty.

Every line on the page is one of two kinds. Leading lines are things the rep does this week. Lagging lines are results that show up later. Leading lines tell you about next month while you can still change it. Lagging lines tell you whether last month worked, after it's too late to fix.

A page of only lagging lines tells a rep they're behind and nothing about why. A page of only leading lines rewards busy weeks that close nothing. Keep three or four leading lines and one or two lagging ones.

Pair each count a rep can pump up with one that shows quality. Calls sit next to conversations, and proposals sit next to deals won. Eighty calls with four conversations is a different week from 50 calls with twelve, and the pair shows it.

Copy this into a document or a sheet, one copy per rep per week. Replace the words in brackets.

The rep fills in sections 1 to 5 before the 1:1. You fill in nothing. Your job is to read it and ask questions.

Most managers never need more than the page. If you'd rather follow one number from week to week, give each activity line a weight and let a sheet do the sums. Use the score for one rep's trend, never to rank reps against each other.

Set up six columns: Line, Weekly target, Actual, Hit, Weight and Points. Put five lines in rows 2 to 6, and give the weights a total of 100.

Hit is the actual divided by the target, capped at 1, so 120 calls against a target of 80 can't hide a week with no meetings. The IF stops a blank target from showing an error. For the total, SUMPRODUCT multiplies each hit by its weight and adds up the results, so the score comes out of 100. Microsoft's SUMPRODUCT page warns that both ranges must be the same size, or Excel returns a #VALUE! error. The same three formulas work in Google Sheets.

Then colour the Hit column. Google's help page on conditional formatting rules in Google Sheets shows how to make a cell change colour when it meets a condition, such as a number below a value you set. Three rules do it: red below 0.6, amber from 0.6, green from 0.9.

Reps read the weights as the real message about what matters. Put the most weight on the line you're coaching this month, usually meetings booked. Keep revenue on the sheet with a modest weight, or the score just repeats the quota.

Read it and the 1:1 almost writes itself. Conversations are fine. Meetings booked are low, and the skill section says why: good conversations end without a next step. That's the coaching topic. The law firm is the stuck deal to talk through. And the missing calls have a reason, a setup job, that doesn't need a lecture.

Notice what the score hides. His total is 90, which looks like a good week, yet meetings booked are still 4 against 6, the gap his skill section already explained. Read the rows before the total, every time.

A scorecard can feel like a report card. How you use it decides whether reps fill it in honestly or learn to make it look good.

• Let the rep fill it in. Owning the page makes it theirs, and the "rep's view" line gives them the first word.
• Compare each rep with their own last few weeks. A rep who went from 3 meetings to 5 had a good week, even if someone else booked 9.
• Open with a question. "What stood out to you this week?" works better than "Why were you eight calls short?"
• Spend two minutes on the counts and the rest of the time on the skill and the stuck deal, because that's where the coaching happens.
• Don't post scorecards on a board. Share team totals in the team meeting if you like, but keep each rep's page between you and them.
• Keep four weeks side by side, since one bad week is noise and four weeks of the same line dropping is a pattern worth a conversation.

For the rest of the meeting, the one-on-one meeting template puts the numbers in the first five minutes and the coaching after.

1. Pick your four activity lines. Choose the counts that come right before a sale in your process, and leave the rest off.
2. Set each rep's weekly targets from their own conversion rates, so a new rep and a veteran aren't held to the same number. Work back from the month: a rep who needs 4 deals, where one meeting in four becomes a deal, needs 16 meetings, or 4 a week. To split a year's number down to the week, use how to set sales targets.
3. Tell the team what the page is for before the first one goes out: coaching in the 1:1, not pay and not a ranking.
4. Run it for four weeks before you change anything. The first week's page is always a bit wrong.
5. After four weeks, ask each rep one question: which line on this page is useless? Cut it.

If filling it in takes a rep more than ten minutes, the activity counts are living in too many places. Get them into one log first. In ActivityTracker, the weekly reflection has target and actual pairs: the actuals fill in from the week's logged activity, and the targets carry over from last week's.

• Twenty measures. Nobody can act on twenty numbers in a 30-minute 1:1.
• One count with no partner. A target of 80 calls a day gets you 80 short calls, the problem Kaplan and Norton's opening line warns about.
• Scorecards only for the reps who are behind. It stops being a tool and starts being a warning.
• Scoring things the rep can't control, like the size of the deals marketing sent them. Keep to what their week decides.
• Weights that change without warning. If the sums move, tell the team first, or they stop trusting the total.
• Filling it in on Monday for last week, from memory. The counts should come from a log, and the page should be done before Friday ends.

• Harvard Business Review, Kaplan and Norton, The Balanced Scorecard: Measures that Drive Performance (January-February 1992), read 27 October 2026
• Microsoft Support, SUMPRODUCT function, read 27 October 2026
• Google Docs Editors Help, Use conditional formatting rules in Google Sheets, read 27 October 2026