In short: Start with one team and the few metrics that matter most. Make sure the numbers are right before everyone logs in, and let managers lead by using SalesScreen in their daily routines. Expand to more teams once checking SalesScreen has become a habit.
Who this is for and when to use it
This guide is for managers and admins who are launching SalesScreen, or relaunching it for a team where usage has dropped. Use it before go-live and during the first month.
If SalesScreen’s onboarding team is setting up your account with you, they handle the configuration. This guide covers the part you drive: how you introduce SalesScreen and build the habit in your team.
Start with one team and a few metrics
Adoption is highest when people immediately understand what they are looking at. If you launch to every team with many metrics at once, it is hard to see what matters, and SalesScreen starts to feel like extra work. Start with three to five metrics and a few simple dashboards.
Good example: A company launches SalesScreen with its new-business team, four key metrics and two simple dashboards. Once that team uses it daily, they expand to other teams.
Bad example: A company launches to sales, marketing, support and CS at the same time, each with 15+ metrics and complex dashboards. Nobody sees a clear story, and adoption stalls.
Check that the numbers are right before go-live
Wrong numbers on day one are the fastest way to lose your team’s trust. Before you roll out, compare the key metrics in SalesScreen with a report from your CRM or other data source.
Good example: An admin compares this week’s numbers in SalesScreen with a CRM report, fixes the differences with the onboarding team or support, and then announces the launch.
Bad example: The team launches before anyone checks the data. Reps see numbers that don’t match their CRM and stop trusting SalesScreen.
Let managers lead by example
Reps follow their manager. When managers use SalesScreen in team meetings and 1:1s, the team treats it as part of the job and not as an optional extra.
Good example: A manager explains in the Monday meeting why the team is using SalesScreen and what is expected, for example “check your dashboard every morning”, and then opens SalesScreen in every team meeting.
Bad example: A manager sets everything up but never mentions SalesScreen again. Reps assume it is optional and ignore it.
Launch one simple competition early
A first competition gives the team a reason to log in and creates energy in the first weeks. It does not need to be perfect. Start with one competition on a metric that matters, and adjust when you see what resonates. Managers can create competitions for their own team.
Good example: A manager launches one competition on meetings booked in the first week, and the team checks the leaderboard daily.
Bad example: The team waits until the competition setup is perfect, and nothing launches in the first month.
Name an internal champion
A champion is someone in your company who advocates for SalesScreen, answers colleagues’ questions and keeps momentum going. Support from leadership shows the team that it matters.
Good example: A sales operations lead acts as champion, shares wins in the team channel and collects feedback in the first month.
Bad example: Nobody owns the rollout internally, and the initial excitement fades.
Example: your first month
Week 1 – Introduce. The manager explains why the team is using SalesScreen and what is expected. Users log in, personalise their profile and set up a celebration: a YouTube video that plays when one of their activities is registered. Users can add a celebration for each activity they have access to. Supporters cannot add celebrations.
Weeks 2–3 – Build the routine. The team checks SalesScreen daily. The manager runs team meetings and 1:1s from SalesScreen. The first competition is live and visible on screens or on Home.
Week 4 – Celebrate and review. Celebrate early wins, share success stories and review what is working before you add more teams or metrics.
Example: relaunching for a team that stopped using SalesScreen
A team has had SalesScreen for a year, but most reps no longer log in. The manager picks the three metrics the team is measured on this quarter and removes dashboards nobody uses. They also launch a new competition and present the relaunch in the next team meeting. From then on, the manager opens SalesScreen in every team meeting so the team sees that it is part of the routine again.
Common problems
People logged in once and never came back
Check whether managers refer to SalesScreen in meetings, and whether there is a reason to log in, such as an active competition. If there is neither, start there.
Usage dropped after the first weeks
This often happens when the first competition ends and nothing replaces it, or when managers stop using SalesScreen in meetings. Plan the next competition before the current one ends.
The team doesn’t trust the numbers
Compare the metrics with your CRM to find where they differ. If the numbers are wrong, contact support in the chat so we can check the data connection.
Get help applying this
For help with strategy and getting more value from SalesScreen, reach out to your Customer Success Manager, or contact us in the chat if you don’t have one. For smaller fixes and questions, contact support in the chat.