If you're steering a sales, marketing, or revenue team and want real results—not just pretty dashboards—this guide's for you. Cutting through noise in team performance reports is tough. Myteamfluence promises clarity, but only if you know what to look for and what to ignore.
Here’s how to actually use your Myteamfluence reports to spot what matters, drive better GTM (go-to-market) outcomes, and skip the vanity metrics.
1. Get Clear on Your Actual GTM Goals
Before you even open Myteamfluence, ask yourself: what’s the real business outcome you need to improve? Not every chart relates to moving the needle.
- Are you aiming for more pipeline? Higher win rates? Faster cycle times?
- Be specific. “Team performance” is vague. “Increase qualified pipeline by 20%” is real.
Pro tip: Write your GTM goals somewhere you’ll see them as you review reports. This keeps you honest about what matters.
2. Find the Right Reports—And Ignore the Fluff
Myteamfluence offers a buffet of reports. Not all are useful. Don’t waste time on heatmaps or word clouds unless they directly tie to your GTM goal.
Core reports worth your attention: - Activity vs. Outcome: Tracks what your team is doing vs. what’s working. - Conversion Funnels: Follows leads or deals from start to finish. - Individual/Team Leaderboards: Useful, but can encourage sandbagging—use for trends, not competition. - Time-in-Stage: Shows bottlenecks in your process. - Engagement Quality: Looks at interactions (emails, calls, meetings) that actually move deals.
Skip these (unless you have a good reason): - Reports that just count emails sent or calls made (activity ≠ progress). - Sentiment analysis—often too high-level or inaccurate to trust blindly. - ‘Team morale’ or ‘energy’ dashboards—nice to know, rarely actionable.
If you’re not sure why a report exists, it’s probably there to sell software, not solve your problems.
3. Set Up Segments That Reflect Reality
You’ll get nowhere if you look at averages across a messy team. Segment data in ways that actually tell you something:
- By Role: SDRs, AEs, CSMs, etc.—their work and impact differ.
- By Region or Market: Buying cycles and tactics vary wildly.
- By Product Line: Especially if you sell more than one thing.
Don’t: Just look at the whole team as one blob. That hides issues and overstates wins.
Pro tip: If the report doesn’t let you segment, export the data and do it in a spreadsheet. Clunky, but better than acting on misleading averages.
4. Dig Into What Drives Outcomes—Not Just Activities
Too many teams get fixated on raw activity metrics: number of calls, meetings, or emails. That’s the fast lane to busywork and burnout.
Instead, ask: - Which activities actually lead to more pipeline or closed deals? - Are there patterns in who succeeds (and why)? - Where do deals get stuck, and who’s best at getting them unstuck?
How to do it: - Use the Activity vs. Outcome report to isolate high-performing actions. - Compare top performers’ habits with the average. Are they sending fewer but better emails? Spending more time in discovery calls? - Look for "false positives": high activity with low results.
Red flag: If everyone’s hitting their activity targets but results are flat, your metrics are wrong or people are gaming the system.
5. Watch Out for Bottlenecks and Drop-off Points
This is where you start to see how team performance affects actual results.
- Use the Conversion Funnel and Time-in-Stage reports.
- Look for stages where prospects linger or deals die.
- Identify if it’s a team-wide issue or just a few people/regions.
Example: If most deals stall in the proposal stage, is it a pricing issue, a team skill gap, or something else?
Pro tip: Don’t just flag the bottleneck—talk to the people closest to it. Reports show where, but not always why.
6. Align Insights with Coaching and Process Changes
Data is only useful if you act on it. Take what you see and turn it into specific actions.
- Run short coaching sessions for folks stuck at a stage.
- Adjust your GTM playbook if a tactic isn’t working—don’t just hope it gets better.
- If one person’s crushing it, share their approach (but skip the “rockstar” worship).
What not to do: - Don’t shame low performers based on dashboards alone. Context matters—maybe their accounts are just tougher. - Don’t chase every blip or weekly dip. Trends matter more than outliers.
Keep it simple: Pick the one or two biggest issues the data shows, fix those, and move on.
7. Track Progress—But Don’t Drown in Data
The point isn’t to watch numbers move for fun. It’s to see if your changes actually help.
- Set benchmarks from your initial reports.
- Check progress after a month—not every day.
- Focus on the metrics tied to your business goal, not everything Myteamfluence can track.
If things aren’t moving: - Double-check if you’re tracking the right outcomes. - Ask the team what they’re seeing on the ground—reports only tell part of the story.
Don’t: Fall into report paralysis. You don’t need to know everything; you just need to know what’s getting better and what’s not.
8. Common Pitfalls (and How to Dodge Them)
Vanity metrics: Looks impressive, means nothing. If it doesn’t tie to revenue or real progress, skip it.
Over-segmentation: Slicing data too thin makes it hard to spot patterns. Keep it simple—3-5 useful segments max.
Ignoring context: Reports don’t show why someone’s underperforming (onboarding, bad accounts, market shifts, etc.). Always dig deeper.
Blind automation: Don't trust AI-generated “insights” without sanity-checking them. Use your judgment.
Assuming the tool is always right: Myteamfluence is as good as the data you feed it. Garbage in, garbage out.
9. Iterate, Don’t Overthink It
No report, however fancy, will perfectly predict GTM success. Use Myteamfluence to spot real problems, try changes, and see what sticks.
- Keep your process and metrics simple.
- Review and adjust monthly—not daily.
- Celebrate what works, drop what doesn’t.
Final thought: The best teams aren’t the ones with the prettiest dashboards—they’re the ones who use what they see to get a little better each time. Start simple, stay skeptical, and only act on what moves the needle.