Purpose of this article
Good account management is the quiet foundation that keeps SalesScreen running smoothly. When users, roles and permissions are set up correctly, everyone sees the right things, data stays secure, and the platform scales as your organization grows. When they're not, you get visibility problems, security risks, and broken dashboards and competitions.
This article covers the best practices for administering your SalesScreen account. It's a best-practice guide, not a step-by-step manual. For instructions, see Adding and removing users and Managing roles and permissions.
You will learn:
How to structure users, teams and roles to mirror your organization
How roles control what people can see and do
How to handle security and access responsibly
How to manage onboarding and offboarding without breaking things
How to establish ownership and governance
1. Start here: your account structure should mirror your organization
Before adding users or setting up roles, think about structure. Your SalesScreen setup should reflect how your sales organization actually works – by team, region, segment or department.
When the structure mirrors reality, dashboards, competitions and leaderboards become relevant and meaningful. When it doesn't, people see irrelevant data and lose interest.
Good example
A company sets up teams in SalesScreen that match their real structure: SDR team, Account Executive team, and three regional sales teams. Dashboards and competitions map cleanly onto how they actually operate, so everything feels relevant.
Bad example
Everyone is dumped into one giant group with no team structure. Managers can't isolate their team's performance, competitions include people who shouldn't be competing together, and nothing feels tailored.
Pro tip: Set up your team and group structure before adding lots of users. It's much easier to build it right from the start than to reorganize later.
2. Understand how roles control what people see and do
Roles are central to SalesScreen. A user's role determines what they can see, create and manage. Getting roles right solves the majority of "why can't I see this?" questions before they ever reach support.
Typical role levels:
Admins – manage the account: users, roles, integrations, global settings.
Managers / team leaders – see and manage their team's or district's dashboards, competitions and performance.
Reps / users – see their own stats, the competitions they participate in, and relevant team dashboards.
How roles affect visibility:
Different roles see different things. For example, a district manager can see all competitions that are active, drafted or completed within their district, while a rep only sees the competitions they participate in or created themselves. A producer or individual user typically only sees their own stats within the competitions they're in.
Good example
A manager can see the full picture for their team – all competitions, all dashboards, everyone's performance – so they can coach effectively. Reps see their own data and the competitions they're in, keeping their experience focused and relevant.
Bad example
Everyone is given admin rights "to keep it simple." Now reps can edit competitions, change other people's data, and access settings they shouldn't – a governance and security nightmare.
Pro tip: Assign the minimum role each person needs to do their job. This is both a security best practice and a way to keep each user's experience clean and focused.
3. Handle security and access responsibly
Security in SalesScreen is mostly about controlling access appropriately – making sure people have the right level of access, and no more.
Best practices for security and access:
Follow least privilege. Give each user only the access they need. Don't hand out admin rights broadly.
Limit the number of admins. A small, trusted group of admins is easier to manage and more secure than many.
Review access periodically. Check who has admin and manager rights, and confirm it's still appropriate.
Use privacy settings thoughtfully. Competition privacy settings (show everything, values only, or progression only) let you control how much detail is exposed.
Good example
The company has three admins, clearly documented. Managers have access to their own teams only. Every quarter, they review who has elevated access and remove anyone who no longer needs it.
Bad example
Nobody knows how many admins exist or who they are. Former managers still have elevated access months after changing roles. Sensitive data is exposed unnecessarily.
Pro tip: Use competition privacy settings to protect sensitive information. For example, when using individual goals, you can show "progression only" so quotas stay private while competition stays fair.
4. Manage onboarding: add new users the right way
When someone joins, adding them correctly ensures they get value from day one.
Onboarding checklist:
Add the user with the correct role (rep, manager, admin).
Assign them to the right team or group so they appear in the right dashboards and competitions.
Confirm the invite was sent and received. New users get a welcome email after the automated login email – check spam if it doesn't arrive.
Verify their data is flowing (their activities/deals are attributed to them correctly).
Help them personalize their profile, in-game name and celebration.
Good example
A new SDR is added with the SDR role, assigned to the SDR team, and confirmed in the right competitions. Their CRM activities flow through correctly, and they set up a fun celebration video. They're engaged from day one.
Bad example
A new hire is added but not assigned to any team. They log in, see nothing relevant, aren't in any competitions, and conclude SalesScreen "isn't for them."
Pro tip: Assigning the correct team is the step most often forgotten – and it's the one that determines whether a new user sees relevant content.
5. Manage offboarding: remove users without breaking things
When someone leaves or changes roles, handle it carefully so you don't break dashboards, competitions or historical data.
Offboarding considerations:
Removing a user from active competitions – make sure it doesn't unfairly disrupt an ongoing competition.
Reassigning ownership – if the departing user owned dashboards or competitions, reassign them so they don't disappear or break.
Preserving historical data – decide how to handle the user's past performance data for reporting continuity.
Revoking access promptly – remove access when someone leaves, for security.
Good example
Before a manager leaves, the admin reassigns their dashboards and active competitions to the incoming manager. Access is revoked on the last day. Nothing breaks, and the team continues seamlessly.
Bad example
A manager leaves and is deleted immediately. Their dashboards and competitions – which the whole team relied on – vanish overnight. The team is left with nothing, and nobody knows how to rebuild them.
Pro tip: Handle role changes the same way. When someone moves from rep to manager, update their role and team so their access matches their new responsibilities.
6. Establish clear ownership and governance
The most common cause of account chaos is unclear ownership. When nobody owns the account, small problems accumulate into big ones.
Define who owns what:
Who can create and edit metrics/KPIs? (Usually Sales Ops/RevOps + admin.)
Who owns competition setup? (Managers, within guidelines.)
Who manages users and roles? (Designated admins.)
Who owns the data integration? (Sales Ops/RevOps + admin.)
Establish light governance:
Document your key decisions (team structure, role definitions, naming conventions).
Agree on a process for changes (new metrics, new competition types, structural changes).
Review the setup periodically to keep it clean.
Good example
The company documents: "Admins manage users and integrations. Managers create competitions for their teams within agreed guidelines. RevOps owns metric definitions." Everyone knows who does what, and the account stays organized as they scale.
Bad example
No ownership is defined. Anyone with access creates competitions and metrics however they like. Within months there are duplicate metrics, confusing competition names, and nobody knows which setup is "correct."
Pro tip: As you scale to more teams, governance becomes more important, not less. A little structure now prevents a lot of cleanup later.
7. Billing and subscription basics
Keep your subscription aligned with your actual usage.
Best practices:
Match licenses to active users. Review periodically so you're not paying for users who've left, and so new users have available seats.
Plan ahead for growth. If you're expanding to new teams, plan license needs in advance.
Know who owns the commercial relationship – typically an admin or the main point of contact working with your Customer Success Manager.
Good example
The admin reviews license usage each quarter, removes seats for departed users, and flags upcoming expansion needs to their CSM ahead of time. Billing stays clean and predictable.
Bad example
Nobody tracks license usage. Half the licenses belong to people who left, but there's no room to add new hires without a scramble.
Pro tip: License reviews are a natural topic for a QBR with your Customer Success Manager, especially if you're planning to expand to additional teams.
8. Common mistakes in account management
Mistake 1: Over-granting admin access
Creates security risks and lets people change things they shouldn't.
Fix: Follow least privilege. Limit admins to a small, trusted group.
Mistake 2: Not assigning users to teams
New users see nothing relevant and disengage.
Fix: Always assign the correct role and team when adding a user.
Mistake 3: Deleting departing users without reassigning ownership
Breaks dashboards and competitions the team relied on.
Fix: Reassign owned dashboards and competitions before removing a user.
Mistake 4: No clear ownership or governance
Leads to duplicate metrics, confusing setups and account chaos.
Fix: Document who owns what and agree on a process for changes.
Mistake 5: Ignoring license/user hygiene
You pay for departed users and run out of seats for new ones.
Fix: Review license usage periodically and plan for growth.
Summary and next steps
Good account management keeps SalesScreen secure, relevant and scalable.
Key principles:
Structure your account to mirror your real organization.
Assign the minimum role each person needs.
Follow least privilege for security and limit admins.
Onboard users with the correct role and team; offboard by reassigning ownership first.
Establish clear ownership and light governance to stay organized as you scale.
Next steps
Review your team/group structure – does it mirror your organization?
Audit roles and admin access – is anyone over-granted?
Document ownership: who manages users, metrics, competitions and integrations.
Establish onboarding and offboarding checklists.
Review license usage and flag any expansion needs to your CSM.
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