7 sales KPIs to track each week, and how to choose yours

A sales KPI is a number with a target and a day you check it, and you'd act if it slipped. A metric is anything you can count. Emails sent is a metric. Meetings held, with a target of 23 a week and a check partway through the week, is a KPI.

Most small teams need five to seven. Take them from three layers: results, pipeline and activity. Set each target from your own last 8 to 12 weeks, then act on the one furthest off pace.

As of November 2026.

These seven cover the three layers. Swap the names for your own steps if your sale works differently.

The first three are results. The middle two tell you about the next four to eight weeks. The last two are the only ones a rep can change this week. The sales activity metrics guide takes that last layer apart, count by count.

A lagging KPI tells you what happened. Revenue, win rate and deal size are lagging: by the time they move, the weeks that caused it are gone.

A leading KPI moves first. Say your deals take about six weeks from first meeting to signature. The meetings your team holds this week are the revenue you close six weeks from now.

The idea is old. In their 1992 Harvard Business Review article on the balanced scorecard, Robert Kaplan and David Norton wrote that financial measures "tell the results of actions already taken", and that operational measures are "the drivers of future financial performance".

So check the two kinds at different times. Look at activity and pipeline during the week. Look at results at month end, and use them to reset next month's targets.

Start from the revenue target and work back through your own rates. These numbers are made up to show the sums. Round up at each step, because you can't hold part of a meeting.

Say a team of 5 reps has a target of S$60,000 a month.

1. S$60,000 / S$5,000 average deal = 12 deals.
2. 12 deals / 25% win rate = 48 opportunities decided in the month.
3. 48 opportunities / 50% of first meetings becoming an opportunity = 96 first meetings.
4. 96 meetings / 4.33 weeks in a month = 22.2, so 23 meetings held a week, about 5 per rep.
5. At a 25% win rate you need 1 / 25% = 4 times coverage: S$240,000 of open pipeline due to close this month.

That gives the week's KPIs: 23 meetings held, 12 new opportunities (48 / 4.33 = 11.1, rounded up), and a pace line of about S$27,700 closed by the end of week two (2 / 4.33 x S$60,000).

The 25% and the 50% come from your last 8 to 12 weeks. Count the deals won and lost, and the meetings that became opportunities, and divide. The quota calculator splits a team target by rep.

A rep should only carry KPIs they can move.

Put the seven on one sheet the whole team can open, with these columns:

• the KPI and this week's target
• the actual so far
• pace: the actual divided by where the target says you should be by now
• the owner
• one action, written by the owner, for anything under 80% of pace

If it needs scrolling, it has too many KPIs on it. The weekly sales report template is a one-page version for each rep.

• Start of the week: each rep confirms this week's numbers from the sums above.
• Partway through: look at activity and pipeline against pace. Three days into a five-day week, a rep should be about 60% of the way through their activity. If meetings are short, look at the calls, and if calls are short, look at the diary.
• End of the week: each rep sends their sheet with one line on what they'll change.
• Month end: redo win rate, deal size and the meeting-to-opportunity rate, then reset next month's targets.

The team meeting only needs the KPIs that are off pace. The sales meeting agenda has the 30-minute version.

• Tracking twenty. Pick seven and drop the rest from the weekly sheet.
• Copying a benchmark. A win rate from a blog was measured on another team's market, price and buyers.
• Giving a rep a KPI they can't move. Someone who only books meetings has no lever on revenue.
• Rewarding one count alone. Pay or praise for dials and you get dials, so put meetings held beside calls.
• Counting stale deals in coverage. A deal with no contact for a month makes coverage look healthy.
• Moving the target mid-month. The team learns the target is a suggestion.
• Reading only the team total. A team at 95% of pace can hide one rep at 40%.

Targets with money attached need a second number that checks them. In 2016 the US Consumer Financial Protection Bureau fined Wells Fargo US$100 million for secretly opening accounts customers hadn't authorised, and said employees were "spurred by sales targets and compensation incentives". By the bank's own analysis, more than two million accounts may not have been authorised.

The seven above are the weekly sheet. These are worth checking when the moment fits. The sales KPI examples page lists the ones with a calculator.

Palby Sales Tracker doesn't work out dollars, so revenue, win rate, deal size and coverage stay on your sheet while it counts the activity layer. Each call, meeting and close is one tap on the rep's phone, and you can rename the tiles to your team's words. The board ranks points with each tile's count for this week, last week, this month, this year or any dates. You can export the board and the activity feed to CSV for your sheet.

• Robert Kaplan and David Norton, The Balanced Scorecard: Measures That Drive Performance, Harvard Business Review, 1992, read 2 November 2026
• US Consumer Financial Protection Bureau, press release of 8 September 2016 on Wells Fargo, read 2 November 2026