In an agency you can measure almost anything, and it's tempting to want to be across it all. But there are really only a few numbers that matter.

The hard part about leadership is knowing what actually moves the business forward and what’s just noise/busy work.

At Nitschke, there are five numbers I keep coming back to daily. They serve as a diagnostic tool and give me a daily pulse check on how the business is really performing.

  1. Sales listing presentations

This is how many times our sales team gets in front of potential sellers each week. We know how many presentations become listings and how many listings become revenue, so this is my earliest warning sign. If presentations drop for a sustained period, we're in trouble well before it shows in our financials.

  1. Database growth

The net growth of property owners in our core area. Not every contact, just owners where we actually work. This is our future pipeline.

  1. BDM listing presentations

The same idea applies to property management. These are prospects genuinely thinking about selling or renting. We don't count price checks.

  1. Calls, and who they're to

Call volume matters, but who we call matters more. Our propensity-based prospecting system in Studio (which we run on OS) builds a daily call list for my agents and BDM.

Each contact is scored on things like their property anniversary, buyer activity such as attending an inspection or making an offer, and whether they've opened our emails. This helps us ensure we’re ringing the right people for the right reasons.

If you’re interested in booking a walkthrough of my Propensity Prospecting system and how to set it up for your agency, book in a call with me.

  1. Checking in with the team

This one is cultural. Each day I check in with as many team members as I can, which is achievable at our size. It's the only number here that tells me how people are actually going. This one is probably the most important metric.

Picking the important numbers is the easy part. The harder part is deciding what doesn't make the list and leaving it alone. Attention is what a managing director has the least of, so define your 3-5 metrics with intention. This is your business scorecard.

Read up on EOS if this is new to you – or book a call with me and I’ll run you through it.