Template

KPI review template

Check each key performance indicator against its target, find the ones that are off, and decide what to do about them — or whether the indicator is still the right one.

45 minutesFor Department heads and the people who own each indicatorAgenda room
Change the agenda first

The agenda, with a time for each part

  1. The scoreboard8 min
    • Which indicators are on target, which are not?
  2. The ones off target17 min
    • Why is it off, and is it getting better or worse?
  3. What we will do10 min
    • What action, by whom, and when will we see it in the number?
  4. Are these still the right indicators10 min
    • Is any indicator we track no longer telling us anything useful?

How the notes read afterwards

A made-up example, so you can see the shape. In a real call each line carries the words that were said and who said them.

On target. 6 of 9.

Off. First-response time 9 hours (target 4) for three weeks, since two support staff left.

Action. Hire one contractor for the busy hours (Maya, by next week); report daily until under 6 hours.

Retire. Page views per visit — nobody has used it in a year.

Running it well

Ways to change it

Department onlyThirty minutes, the department's five indicators.
Board viewQuarterly, with the same indicators and their trends over a year.

When to skip it. If everything is on target and trending well, share the scoreboard in writing.

Questions

What is a KPI review?

A meeting that compares key performance indicators with their targets, looks into the ones that are off track, and agrees what to do.

How many KPIs should a team track?

Few enough to discuss: often five to ten for a whole company, and three to five per team.

What makes a good KPI?

It is tied to a goal, measured the same way each time, owned by one person, and something the team can actually change.

What happens in the room

Everybody joins from the link, with no account. The agenda sits beside the call and each item fills in with what was said about it, under the name of the person who said it.

More templates

OKR check-inA short weekly or fortnightly look at the quarter's objectives and key results: how confident you are of hitting each, what is in the way, and what to change.Annual planning meetingOnce a year: look back honestly, agree the few things that matter most next year, the money and people behind them, and what you will stop doing to make room.Crisis meetingWhen something serious has gone wrong: get the facts straight, decide the first actions and who leads, and agree what to tell staff, customers and anyone else affected — fast.Tactical meetingA short, regular team meeting that clears the operational issues stopping work this week — one issue at a time, ending each with a next action and an owner.Governance meetingChange how the team is organised — its roles, who decides what, and its policies — through proposals that each get a fair hearing and a clear result.Department heads meetingThe people who run each department meet to line up across departments: what each needs from the others, where they collide, and the decisions only they can make together.Cross-team syncTwo or more teams whose work touches meet briefly to keep hand-offs on track: what each is about to deliver, what each is waiting on, and what changed.Budget planning meetingBuild next year's budget: what income you can count on, what each team needs to hit its goals, where the two do not match, and the trade-offs that close the gap.

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