With your sales goal charts and operational sales plans you are well prepared to track and lead execution:
On you goal chart you track:
Performance of lower level units (explaining details of your performance at the top level) the chart shows best in a table below the chart.
Your goal chart is the best way to share progress in your measure of success with your operational teams, your C-level colleagues and the company board.
Progress to necessary conditions is the prime measure of how well your operational team executes its operational plan.
To track progress, you expand your operational plan by monthly progress indicators:
(There is no "amber" state of a necessary condition: either you are on track - or not).
By tracking long lists or scorecards of performance indicators you waste your own and everybody else's time.
If owners of sales goals or necessary conditions do not keep the entire operational team continuously updated neither the team nor you will know about progress, constraints and eventually the requirement to adjust operational plans.
Agree with owners of sales goals and necessary conditions on regular communication about their assignments.
Not reviewing progress in operational sprints is equal to abandoning your personal measure of success. Both you and your operational team will defocus from the operational sales goal and quickly give higher priority to other things.For each sales unit agree to an iron-clad schedule of "quick reviews" (depending on urgency weekly or monthly) to review progress to the operational goal and necessary conditions.
If every participant has kept the operational team update such quick reviews should take not more than one hour.