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How Do I Get My Whole Team Chasing the Same Number in 2026?

📖 2,853 words🗓️ Published Sep 29, 2026

Direct Answer

Build one weighted scorecard that rolls every function's KPIs — bookings, pipeline, data hygiene, retention, activity — into a single composite score, and wire pay and coaching to that composite instead of separate departmental metrics. List eight or nine KPIs, assign each a weight with leadership, score every person 1-to-5 on each line, then sum weight times level. Publish it. When sales, RevOps, and customer success all see the same number, the whole team stops defending private goals and starts chasing one shared target.

What it is and why it matters

Most revenue organizations run on parallel scoreboards. Sales tracks bookings and win rate. RevOps tracks data hygiene, forecast accuracy, and pipeline coverage. Customer success tracks retention and net revenue retention. Each function optimizes its own number, and each number looks healthy in isolation — closed deals climb while CRM data rots, or retention holds steady while pipeline coverage collapses two quarters out. The org hits three "good months" that do not add up to one good quarter, because nobody is actually measured against the same thing.

A weighted multi-KPI scorecard fixes this by replacing three private numbers with one composite. The method has three moving parts. First, the KPI list: every output and behavior a complete contributor in that role should produce, typically eight or nine lines — not just the one metric a person is naturally good at. A rep's list might include bookings, pipeline generated, average deal size, CRM field completion, and expansion revenue. A CS manager's list might include gross retention, net revenue retention, onboarding time, and escalation rate. Second, the weight: leadership assigns each KPI a percentage or point value reflecting how much it matters to the business this year, not how easy it is to track. Third, the level: every person is scored 1-to-5 on every KPI line, and the composite score is the sum of weight multiplied by level across all lines.

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 1

The reason this single number changes behavior is that it removes the hiding spot. A rep who is a level 5 on new-logo bookings but a level 1 on data hygiene used to look like a top performer on the sales dashboard. On a composite scorecard, that same rep shows a visibly capped score, because the low-weight win cannot offset the high-weight gap. The scorecard becomes the org's shared definition of "a good month," and because RevOps, sales leadership, and CS leadership all had to agree on the weights before publishing them, nobody can quietly argue their function's number should have counted more after the fact. That agreement step is what actually produces alignment — the spreadsheet or software is just the mechanism that holds people to it.

This matters most at the handoff points: SDR to AE, AE to onboarding, onboarding to CS. Those are exactly the moments where private-metric teams start finger-pointing, because each side can point to their own dashboard and say their number was fine. A composite scorecard removes that argument, because the number both sides are measured against already accounts for what happens on the other side of the handoff.

The step-by-step process

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 2

Building the composite takes one working session with the function leaders in the room, not a multi-month project. The sequence matters — skipping the weighting conversation and jumping straight to a tool produces a scorecard nobody trusts.

Start by drafting the KPI list per role with the function leader who owns that role, capped at eight or nine lines so the list stays usable. Bring the draft to a joint session with every function leader whose team touches the number — sales, RevOps, and CS at minimum — and negotiate the weights together, out loud, until everyone in the room can defend the final split. Score every person 1-to-5 against the agreed lines using whatever data already exists (CRM reports, QA logs, retention dashboards), then run the composite formula and sanity-check a few known top and bottom performers against their new scores before publishing anything. Publish the full matrix — weights and all — to the whole team so nobody is guessing at how their score is built, and set the review cadence, typically monthly for fast-moving sales teams and quarterly for longer-cycle or CS-heavy roles. Wire the composite into compensation or a visible incentive wherever possible, because the number only drives behavior once it affects a paycheck or a public standing, not just a private report. Finally, revisit the weights whenever the business priority shifts — a new retention push, a pricing change, a push into a new segment — and republish immediately so the whole team re-aims together instead of drifting on stale weights.

The loop back from re-weighting to publishing is deliberate: this is not a one-time build. A composite scorecard that never gets revisited becomes exactly the kind of stale artifact that quietly loses the team's trust.

Costs, timelines, and typical ranges

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 3

The method itself is free — a spreadsheet with a SUMPRODUCT formula across weight and level columns does the math correctly, and several purpose-built scorecard tools, including PULSE's free Pulse Check Matrix, run the same model in a browser with no login. Building the first version of the matrix takes a single 60-to-90-minute working session with function leaders plus a few hours of scoring prep pulling numbers from the CRM and support tools; most teams have a working v1 within a week.

Paid tools sit on top of the free method rather than replacing it, and they cluster into two price bands depending on what they add. Visibility and gamification platforms — tools like Spinify or Hoopla that push leaderboards to Slack and office TVs — commonly run $10 to $20 per user per month, and they are worth the spend once a team is large enough (roughly 15-plus reps) that a spreadsheet stops being visible in daily workflow. Comp-engine platforms — QuotaPath, CaptivateIQ, Xactly — start lower, often near $15 per user per month for QuotaPath's paid tier with a free tier below that, and rise into custom enterprise pricing for CaptivateIQ and Xactly once plan complexity and headcount grow; these are worth the spend specifically when the composite needs to calculate real commission dollars, not just a visibility score. Full CRM platforms like Salesforce can host the scorecard inside existing dashboards starting around $25 per user per month, but they require someone to actually build the composite report — the platform gives you the data, not the formula.

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 4

On timeline for results: expect the scorecard to change conversations immediately — the first published matrix usually surfaces at least one high performer on a private metric who is quietly weak on the shared priority, and that conversation happens in week one. Expect measurable behavior change — reps and managers actively working the low-weight lines instead of ignoring them — over one to two full scoring cycles, so roughly one to two months on a monthly cadence or one to two quarters on a quarterly cadence. Compensation changes take longer because they typically require a plan-year boundary; most orgs wire the composite into visibility and coaching immediately but wait for the next comp-plan cycle to move real commission dollars onto it.

Where teams get it wrong

The most common failure is building the matrix and never publishing it. A composite score that lives only in a manager's private spreadsheet does not align anyone — it just gives the manager a new private metric. The whole point of the exercise is that RevOps, sales, and CS all see the same weights and the same scores; a hidden matrix produces the same turf war it was meant to fix, just with extra math behind it.

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 5

The second failure is skipping the weighting negotiation and letting one function leader set the weights alone. If sales leadership sets the weights without CS in the room, the composite will over-weight bookings and under-weight retention, and the CS team will correctly conclude the "shared number" was never actually shared — it was sales' number renamed. The negotiation is not a formality; it is the mechanism that gets buy-in, and a composite nobody agreed to gets quietly ignored the first time it produces an inconvenient result.

The third failure is overloading the KPI list past eight or nine lines in an attempt to capture everything. A fifteen-line scorecard dilutes every individual weight to the point that no single KPI moves behavior, and it becomes too complex for a rep to glance at and know what to do differently this week. Keep the list tight and let the weights, not the line count, carry the emphasis.

The fourth failure is treating the matrix as a one-time build. Priorities shift — a company pushes hard into net-new logos one quarter and expansion revenue the next — and a matrix that still reflects last year's priorities silently misdirects effort while everyone assumes it is current. Re-weighting takes an hour; the cost of not doing it is months of a team chasing the wrong number while believing it is aligned.

The fifth failure is disconnecting the composite from pay or any real consequence. Visibility alone drives some behavior, but a scorecard that never touches compensation, promotion, or a manager's coaching agenda becomes background noise within a quarter. The teams that see the biggest behavior shift are the ones where the composite determines at least part of variable pay, because that is the one signal every contributor reliably tracks.

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 6

The sixth, more subtle failure is using one identical weight set for every role. A hunter-type AE and a farmer-type account manager should share the same eight or nine KPI lines — for comparability — but not the same weights on each line. Forcing identical weights across dissimilar roles produces composites that either flatten real performance differences or push everyone toward the same behavior regardless of what their role actually needs to produce.

Decision framework: when to choose what

Not every team needs the same tooling layer on top of the free method, and picking the wrong layer either wastes budget or leaves the composite invisible. The decision mostly comes down to three questions: how big is the team, does the composite need to touch real commission dollars, and does the organization already live inside a CRM the scorecard could sit next to.

A team under roughly 15 people with no immediate comp-plan change usually does best starting with a free spreadsheet or a free tool like the PULSE Pulse Check Matrix — the composite math is simple enough that a spreadsheet or browser tool handles it completely, and the team is small enough that a published doc or shared dashboard is genuinely visible without a broadcast layer. A larger team, or one spread across multiple offices or fully remote, benefits from a visibility platform (Spinify, Hoopla, or Ambition's TV/Slack pushes) once the composite needs to show up somewhere people actually look every day rather than a document they have to open. A team where the composite is meant to directly drive commission — not just coaching — needs a comp engine (QuotaPath at the lighter end, CaptivateIQ or Xactly once plan complexity or headcount pushes past what a lighter tool can model) so the weighted score calculates real payout, not just a rank. And a team already standardized on Salesforce or a similar CRM, with an internal analytics resource who can build the composite report, can host the whole scorecard inside dashboards already in daily use, trading a build effort for avoiding a new tool altogether.

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 7

Whichever layer is chosen, it sits on top of the same underlying method — the KPI list, the weights, the 1-to-5 scoring, the composite formula. The tool changes how visible or how consequential the number is; it never changes how the number is built.

FAQ

What if my team resists being measured by a single composite score? Resistance usually comes from a fear that the composite will bury someone's real strengths. Publish the full weighted matrix so every person can see exactly how each KPI line contributes to their score. A high-weight win still counts fully, and a low-weight strength still adds points — it never disappears, it just stops being able to mask a gap on the shared priority.

How do I choose which KPIs belong in the composite? List every output and behavior a complete contributor in that role should produce, typically eight or nine lines, covering both revenue-facing metrics like bookings and operational ones like data hygiene or retention. Weight by strategic importance to the business this year, not by which KPI happens to be easiest to pull from a report.

How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 9

Can we change the weights after the scorecard is live? Yes, and you should whenever the business priority shifts. Re-weight the matrix, republish it with a clear reason for the change, and let the whole team re-aim on the next cycle. A scorecard that never gets re-weighted slowly drifts out of sync with what the business actually needs.

What happens to someone who's great at one KPI but weak on the shared priority? Their composite score comes in low despite the one strong line, because a single high level cannot offset a low weighted score elsewhere. That gap becomes a visible, specific coaching target instead of an invisible blind spot the old single-metric dashboard let them hide behind.

How often should composite scores actually be recalculated and shared? Monthly is typical for teams with short sales cycles; quarterly fits longer-cycle or CS-heavy roles better. Whatever cadence is chosen, publish consistently — an irregular cadence undermines the sense that everyone is being measured against the same number at the same time.

Do we need to buy software to run this, or can we start with a spreadsheet? A spreadsheet with weight and level columns and a summed formula runs the full method for free, and many teams start there. Purpose-built tools, including a free option like PULSE's Pulse Check Matrix, remove the maintenance burden and the risk of a stale sheet nobody updates, but they are an upgrade on the method, not a requirement to start it.

Sources

flowchart TD S["How Do I Get My Whole Team Chasing the"] S --> N0["What it is and why it matters"] N0 --> N1["The step-by-step process"] N1 --> N2["Costs, timelines, and typical ranges"] N2 --> N3["Where teams get it wrong"]

flowchart LR C["How Do I Get My Whole Team Chasing the"] C --> H0["The step-by-step process"] C --> H1["Costs, timelines, and typical ranges"] C --> H2["Where teams get it wrong"] C --> H3["Decision framework: when to choose wha"]

Related on PULSE

Download:

## Direct Answer

Build one weighted scorecard that rolls every function's KPIs — bookings, pipeline, data hygiene, retention, activity — into a single composite score, and wire pay and coaching to that composite instead of separate departmental metrics. List eight or nine KPIs, assign each a weight with leadership, score every person 1-to-5 on each line, then sum weight times level. Publish it. When sales, RevOps, and customer success all see the same number, the whole team stops defending private goals and starts chasing one shared target.

## What it is and why it matters

```mermaid
flowchart TD
  S["How Do I Get My Whole Team Chasing the"]
  S --> N0["What it is and why it matters"]
  N0 --> N1["The step-by-step process"]
  N1 --> N2["Costs, timelines, and typical ranges"]
  N2 --> N3["Where teams get it wrong"]
```


Most revenue organizations run on parallel scoreboards. Sales tracks bookings and win rate. RevOps tracks data hygiene, forecast accuracy, and pipeline coverage. Customer success tracks retention and net revenue retention. Each function optimizes its own number, and each number looks healthy in isolation — closed deals climb while CRM data rots, or retention holds steady while pipeline coverage collapses two quarters out. The org hits three "good months" that do not add up to one good quarter, because nobody is actually measured against the same thing.

A weighted multi-KPI scorecard fixes this by replacing three private numbers with one composite. The method has three moving parts. First, the KPI list: every output and behavior a complete contributor in that role should produce, typically eight or nine lines — not just the one metric a person is naturally good at. A rep's list might include bookings, pipeline generated, average deal size, CRM field completion, and expansion revenue. A CS manager's list might include gross retention, net revenue retention, onboarding time, and escalation rate. Second, the weight: leadership assigns each KPI a percentage or point value reflecting how much it matters to the business this year, not how easy it is to track. Third, the level: every person is scored 1-to-5 on every KPI line, and the composite score is the sum of weight multiplied by level across all lines.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 1](/assets/qa/q15681-b1.jpg)



The reason this single number changes behavior is that it removes the hiding spot. A rep who is a level 5 on new-logo bookings but a level 1 on data hygiene used to look like a top performer on the sales dashboard. On a composite scorecard, that same rep shows a visibly capped score, because the low-weight win cannot offset the high-weight gap. The scorecard becomes the org's shared definition of "a good month," and because RevOps, sales leadership, and CS leadership all had to agree on the weights before publishing them, nobody can quietly argue their function's number should have counted more after the fact. That agreement step is what actually produces alignment — the spreadsheet or software is just the mechanism that holds people to it.

This matters most at the handoff points: SDR to AE, AE to onboarding, onboarding to CS. Those are exactly the moments where private-metric teams start finger-pointing, because each side can point to their own dashboard and say their number was fine. A composite scorecard removes that argument, because the number both sides are measured against already accounts for what happens on the other side of the handoff.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 2](/assets/qa/q15681-b2.jpg)



## The step-by-step process

```mermaid
flowchart LR
  C["How Do I Get My Whole Team Chasing the"]
  C --> H0["The step-by-step process"]
  C --> H1["Costs, timelines, and typical ranges"]
  C --> H2["Where teams get it wrong"]
  C --> H3["Decision framework: when to choose wha"]
```


Building the composite takes one working session with the function leaders in the room, not a multi-month project. The sequence matters — skipping the weighting conversation and jumping straight to a tool produces a scorecard nobody trusts.

Start by drafting the KPI list per role with the function leader who owns that role, capped at eight or nine lines so the list stays usable. Bring the draft to a joint session with every function leader whose team touches the number — sales, RevOps, and CS at minimum — and negotiate the weights together, out loud, until everyone in the room can defend the final split. Score every person 1-to-5 against the agreed lines using whatever data already exists (CRM reports, QA logs, retention dashboards), then run the composite formula and sanity-check a few known top and bottom performers against their new scores before publishing anything. Publish the full matrix — weights and all — to the whole team so nobody is guessing at how their score is built, and set the review cadence, typically monthly for fast-moving sales teams and quarterly for longer-cycle or CS-heavy roles. Wire the composite into compensation or a visible incentive wherever possible, because the number only drives behavior once it affects a paycheck or a public standing, not just a private report. Finally, revisit the weights whenever the business priority shifts — a new retention push, a pricing change, a push into a new segment — and republish immediately so the whole team re-aims together instead of drifting on stale weights.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 3](/assets/qa/q15681-b3.jpg)



The loop back from re-weighting to publishing is deliberate: this is not a one-time build. A composite scorecard that never gets revisited becomes exactly the kind of stale artifact that quietly loses the team's trust.

## Costs, timelines, and typical ranges

The method itself is free — a spreadsheet with a SUMPRODUCT formula across weight and level columns does the math correctly, and several purpose-built scorecard tools, including PULSE's free Pulse Check Matrix, run the same model in a browser with no login. Building the first version of the matrix takes a single 60-to-90-minute working session with function leaders plus a few hours of scoring prep pulling numbers from the CRM and support tools; most teams have a working v1 within a week.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 4](/assets/qa/q15681-b4.jpg)



Paid tools sit on top of the free method rather than replacing it, and they cluster into two price bands depending on what they add. Visibility and gamification platforms — tools like Spinify or Hoopla that push leaderboards to Slack and office TVs — commonly run $10 to $20 per user per month, and they are worth the spend once a team is large enough (roughly 15-plus reps) that a spreadsheet stops being visible in daily workflow. Comp-engine platforms — QuotaPath, CaptivateIQ, Xactly — start lower, often near $15 per user per month for QuotaPath's paid tier with a free tier below that, and rise into custom enterprise pricing for CaptivateIQ and Xactly once plan complexity and headcount grow; these are worth the spend specifically when the composite needs to calculate real commission dollars, not just a visibility score. Full CRM platforms like Salesforce can host the scorecard inside existing dashboards starting around $25 per user per month, but they require someone to actually build the composite report — the platform gives you the data, not the formula.

On timeline for results: expect the scorecard to change conversations immediately — the first published matrix usually surfaces at least one high performer on a private metric who is quietly weak on the shared priority, and that conversation happens in week one. Expect measurable behavior change — reps and managers actively working the low-weight lines instead of ignoring them — over one to two full scoring cycles, so roughly one to two months on a monthly cadence or one to two quarters on a quarterly cadence. Compensation changes take longer because they typically require a plan-year boundary; most orgs wire the composite into visibility and coaching immediately but wait for the next comp-plan cycle to move real commission dollars onto it.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 5](/assets/qa/q15681-b5.jpg)



## Where teams get it wrong

The most common failure is building the matrix and never publishing it. A composite score that lives only in a manager's private spreadsheet does not align anyone — it just gives the manager a new private metric. The whole point of the exercise is that RevOps, sales, and CS all see the same weights and the same scores; a hidden matrix produces the same turf war it was meant to fix, just with extra math behind it.

The second failure is skipping the weighting negotiation and letting one function leader set the weights alone. If sales leadership sets the weights without CS in the room, the composite will over-weight bookings and under-weight retention, and the CS team will correctly conclude the "shared number" was never actually shared — it was sales' number renamed. The negotiation is not a formality; it is the mechanism that gets buy-in, and a composite nobody agreed to gets quietly ignored the first time it produces an inconvenient result.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 6](/assets/qa/q15681-b6.jpg)



The third failure is overloading the KPI list past eight or nine lines in an attempt to capture everything. A fifteen-line scorecard dilutes every individual weight to the point that no single KPI moves behavior, and it becomes too complex for a rep to glance at and know what to do differently this week. Keep the list tight and let the weights, not the line count, carry the emphasis.

The fourth failure is treating the matrix as a one-time build. Priorities shift — a company pushes hard into net-new logos one quarter and expansion revenue the next — and a matrix that still reflects last year's priorities silently misdirects effort while everyone assumes it is current. Re-weighting takes an hour; the cost of not doing it is months of a team chasing the wrong number while believing it is aligned.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 7](/assets/qa/q15681-b7.jpg)



The fifth failure is disconnecting the composite from pay or any real consequence. Visibility alone drives some behavior, but a scorecard that never touches compensation, promotion, or a manager's coaching agenda becomes background noise within a quarter. The teams that see the biggest behavior shift are the ones where the composite determines at least part of variable pay, because that is the one signal every contributor reliably tracks.

The sixth, more subtle failure is using one identical weight set for every role. A hunter-type AE and a farmer-type account manager should share the same eight or nine KPI lines — for comparability — but not the same weights on each line. Forcing identical weights across dissimilar roles produces composites that either flatten real performance differences or push everyone toward the same behavior regardless of what their role actually needs to produce.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 8](/assets/qa/q15681-b8.jpg)



## Decision framework: when to choose what

Not every team needs the same tooling layer on top of the free method, and picking the wrong layer either wastes budget or leaves the composite invisible. The decision mostly comes down to three questions: how big is the team, does the composite need to touch real commission dollars, and does the organization already live inside a CRM the scorecard could sit next to.

A team under roughly 15 people with no immediate comp-plan change usually does best starting with a free spreadsheet or a free tool like the PULSE Pulse Check Matrix — the composite math is simple enough that a spreadsheet or browser tool handles it completely, and the team is small enough that a published doc or shared dashboard is genuinely visible without a broadcast layer. A larger team, or one spread across multiple offices or fully remote, benefits from a visibility platform (Spinify, Hoopla, or Ambition's TV/Slack pushes) once the composite needs to show up somewhere people actually look every day rather than a document they have to open. A team where the composite is meant to directly drive commission — not just coaching — needs a comp engine (QuotaPath at the lighter end, CaptivateIQ or Xactly once plan complexity or headcount pushes past what a lighter tool can model) so the weighted score calculates real payout, not just a rank. And a team already standardized on Salesforce or a similar CRM, with an internal analytics resource who can build the composite report, can host the whole scorecard inside dashboards already in daily use, trading a build effort for avoiding a new tool altogether.

![How Do I Get My Whole Team Chasing the Same Number in 2026 — figure 9](/assets/qa/q15681-b9.jpg)



Whichever layer is chosen, it sits on top of the same underlying method — the KPI list, the weights, the 1-to-5 scoring, the composite formula. The tool changes how visible or how consequential the number is; it never changes how the number is built.

## Related questions

### What's a good number of KPIs to put on a team scorecard?
Eight or nine lines is the practical ceiling. Fewer and the scorecard misses real parts of the job; more and individual weights dilute to the point nothing moves behavior. Keep the list identical across similar roles and vary the weights instead.

### Should every role have the same weights on the scorecard?
No. Keep the KPI lines consistent for comparability, but set weights per role — a hunter-type rep and a farmer-type account manager should not be pushed toward identical behavior by an identical weight set.

### How often should the composite score be updated?
Monthly for fast-cycle sales teams, quarterly for longer-cycle or CS-heavy roles. More frequent updates create noise from small sample sizes; less frequent lets misalignment sit unaddressed for too long.

### Does the composite need to be tied to pay to work?
Not immediately, but it works far better once it is. Visibility alone shifts behavior short-term; tying at least part of variable compensation to the composite is what sustains the shift past the first quarter.

### Who should set the weights on the scorecard?
Every function leader whose team is represented on the scorecard, in one negotiated session — never a single leader unilaterally. A composite one function didn't help build gets ignored the first time it produces a result they dislike.

## FAQ

**What if my team resists being measured by a single composite score?**
Resistance usually comes from a fear that the composite will bury someone's real strengths. Publish the full weighted matrix so every person can see exactly how each KPI line contributes to their score. A high-weight win still counts fully, and a low-weight strength still adds points — it never disappears, it just stops being able to mask a gap on the shared priority.

**How do I choose which KPIs belong in the composite?**
List every output and behavior a complete contributor in that role should produce, typically eight or nine lines, covering both revenue-facing metrics like bookings and operational ones like data hygiene or retention. Weight by strategic importance to the business this year, not by which KPI happens to be easiest to pull from a report.

**Can we change the weights after the scorecard is live?**
Yes, and you should whenever the business priority shifts. Re-weight the matrix, republish it with a clear reason for the change, and let the whole team re-aim on the next cycle. A scorecard that never gets re-weighted slowly drifts out of sync with what the business actually needs.

**What happens to someone who's great at one KPI but weak on the shared priority?**
Their composite score comes in low despite the one strong line, because a single high level cannot offset a low weighted score elsewhere. That gap becomes a visible, specific coaching target instead of an invisible blind spot the old single-metric dashboard let them hide behind.

**How often should composite scores actually be recalculated and shared?**
Monthly is typical for teams with short sales cycles; quarterly fits longer-cycle or CS-heavy roles better. Whatever cadence is chosen, publish consistently — an irregular cadence undermines the sense that everyone is being measured against the same number at the same time.

**Do we need to buy software to run this, or can we start with a spreadsheet?**
A spreadsheet with weight and level columns and a summed formula runs the full method for free, and many teams start there. Purpose-built tools, including a free option like PULSE's Pulse Check Matrix, remove the maintenance burden and the risk of a stale sheet nobody updates, but they are an upgrade on the method, not a requirement to start it.

## Sources

- https://www.ambition.com
- https://spinify.com
- https://www.salesforce.com
- https://www.quotapath.com
- https://www.captivateiq.com
- https://www.xactlycorp.com
- https://www.gong.io
- https://www.raydiant.com
- https://www.smartsheet.com

## Related on PULSE

- [How Do I Build a Balanced Scorecard for My Whole Sales Team?](/knowledge/q16069)
- [How Do I Make My Sales Goals Visible to the Whole Team?](/knowledge/q15689)
- [How Do I Set Sales KPIs That Reflect the Whole Business?](/knowledge/q15688)
- [How Do I Get My SaaS AEs to Sell the Whole Platform, Not One Module?](/knowledge/q15693)
- [How Do I Roll Out Service Fees Across My Whole Team?](/knowledge/q16163)

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