Each one filled in with Mike's real numbers, so you're looking at the thing and not a description of it.
Goal on the call [1:23:12] — two clients a month at $2,500. Everything below is built backward from that.
Start at the income number and divide backward until you hit a count a man can do before lunch. Then — and this is the part that makes it work — you measure him only on the behaviours, never on the outcome, because behaviour is the only thing he controls. Mike would recognise this on sight. It's a Canon-era tool. You'd be handing him back his own profession.
One sheet, four quadrants rotating around a centre, with a correlation grid showing which activity drives which number. Nothing is allowed on the page unless it connects to something on the opposite side. And its rule called catchball — the target is negotiated with the person who has to hit it, never assigned — is DARN CAT at company scale.
Compress the year into twelve weeks, because annualised thinking is what lets a man coast until December and then panic. Split what he controls from what he doesn't. Then score only the controllables — one percentage, every Friday. 85% is the line. Hit 85% of planned activity and the results arrive whether you believe in them or not.
| Indicator | Type | Weekly target |
|---|---|---|
| Outreaches sent | Lead — he controls it | 60 |
| Conversations held | Lead | 12 |
| Research calls held | Lead | 5 |
| Follow-ups on no-reply | Lead | 25 |
| Offers made at $2,500 | Lead | 1 |
| Calls booked | Lag — he does not control it | 2–3 |
| Clients closed | Lag | 0.5 |
Not something to fill in. The thing you say to him when he doesn't answer the math question — which is exactly what happened at [1:32:18].
Motorola's 68000 was beating the Intel 8086 on merit. Better chip, losing sockets weekly. A field engineer sent an eight-page telex saying we are losing and nobody is acting.
Grove pulled a task force. Four days. They didn't change the product. They set one objective and cascaded it to the field as weekly quotas — seminars run, design wins logged.
Target was 2,000 design wins in a year. They booked 2,500. One of them was IBM, and that socket became the personal computer.
A gives the numbers — and it's the only one that converts his own goal into something he can do before lunch. C gives the rhythm — the weekly score that makes a missed week visible on Friday instead of in February. B gives the picture — one page, six months, everything connected. D is what you say out loud when he goes quiet on the arithmetic, like he did.
You already answered the time unit: six months, weekly targets inside. That's A's math, on C's cadence, laid out on B's page.