“Ben, this doesn’t motivate me.” After dropping a spreadsheet of data in front of a team member and giving them a motivational speech about how they could make more money, it took me a second to figure out how to respond to the blunt honesty that had just been served to me.
Numbers always tell a story and can be a massive growth tool, but more isn’t always better. When it comes to measuring outcomes, how you address numbers has way more to do with impacting success than simply living by “knowledge is power.” When used right, they empower your team to do more of what’s working and less of what isn’t without demotivating your staff because they think you only care about numbers.
I’ve seen gyms and rec centers fall into the trap of scoreboard micromanagement — daily membership targets, coach conversion rates and attendance goals. It ends up with staff glued to tablets, hemming and hawing at every red or green number. It’s exhausting. People quit, the vibe dies and often times staff will simply do whatever it takes to make a number hit a minimum. Fake phone calls, non-closed guests not entered, telephone inquiries not logged due to no appointment booked — you name it.
So, how do I get my team to care about metrics and use them to win? Let’s look at the top three ways to do this the right way:
1. Choose Three Metrics That Matter And Let the Rest, Rest
“Too many action points create inaction.”
Your team doesn’t need you to show them every KPI under the sun. Stick to three meaningful, understandable metrics each month — ideally one for sales, one for engagement and one for impact. For example:
- Sales Metric. Number of trial-to-member conversions.
- Engagement Metric. Average weekly visits per member.
- Impact Metric. Net Promoter Score or member satisfaction score.
Why three? Anything more and your eyes glaze over. Three feels doable. People can talk meaningfully about them without clutching an aspirin or heading to grab another energy drink just to get them through the next prime time hour.
Actionable Tip
Post a “Metrics of the Month” sheet near the staff room. Make it fun — use colors, symbols and allow staff to be creative with keeping it eye catching. Keep it conversational and make it a point to ask questions through the week about where we stand. The more your team knows what is happening, the more likely they will have an impact.
2. Connect the Dots: “This Is Not Just Numbers—This Is People”
“Metrics can be confusing. They don’t inherently mean anything unless we give them context.”
Frame your metrics like real-life stories:
- Sales. Conversion rate rising? Tell the staff: “Ellie from a 5 p.m. class is now a 12-month member. We earned her trust. That’s not just a new member, that’s a life changed!”
- Engagement. If visits per member dipped last month, say: “Looks like Mondays were quieter. What are some ways we can reengage our people to start the week off right?”
- Impact. Low net promoter score? Frame it: “Some folks say our check-in feels rushed and impersonal. Maybe we need a buddy system? What do you think?”
When you connect a metric to an actual person or moment, data comes alive. It becomes less about blame and more about elevation.
Quick Turnaround
After a monthly check-in, ask staff to share one quick story that’s a win or a challenge. Tie that to the numbers. It keeps your metrics human and allows your team to lead the narrative, keeping it from feeling like a lecture from you.
3. Let Staff Own Their Slice: Empowerment Beats Oversight
“What would it mean for us to change 10 more lives next month? How could we make that happen?”
Ownership is huge. If your team knows the goal isn’t a boss barking at them but a shared mission, they’ll step up. Make it collaborative.
- Co-Creation. At the end of each month, ask team members: “What helped us hit our number? What drained us? How can we replicate the wins?”
- Mini Action Plans. One to two bullet points per person. Maybe Sarah will start structured check-ins with every new member. Perhaps James will test a quick video post that highlights the schedule and encourages our referral program.
- Follow-Up: Begin next month’s shift with: “Hey team, how’d our ideas land last month? Tell me two things we nailed and one thing we learned.” Bottom line: no blame, just curiosity.
When staff contribute ideas and solutions, they stop needing you to manage. They want to deliver.
Reality Check
It’s not about staff doing your job — it’s about them having a seat at the table and knowing their voice matters. It simply comes down to leading instead of managing. Less giving orders and more about painting a picture of the future that your whole team is excited about heading towards.
Final Takeaway: Culture Over Control
Treating metrics like a magic wand is a rookie move. Real impact comes when you treat them like a mirror — not to shame, but to shine light. Three simple metrics, tied to real stories. Ownership for everyone. That’s the formula.
If you only do one thing this month:
Pick one metric. Let’s say visits per member. Display it. Connect it to one story. Then ask your staff in a huddle: “How can we get just one more visit per week from each member next month?”
Let them pitch ideas. Let them run with them. Let them win. Suddenly, data isn’t scary. It’s your team’s ally.
Ready to Make Data Human?
Face it. Your staff didn’t sign up to stare at screens. They showed up to change lives. By making data intuitive, actionable and affirming, you give them tools to do exactly that. Not as micromanaged robots, but as empowered leaders who use metrics to deliver momentum.
That’s how you build a team that not only hits the numbers, but breathes life into the figures.