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The term “exposure” here is a fancy way to ask if people are actually using your intervention. There’s a famous quote from the former Surgeon General C. Everett Koop that I often use when presenting about this topic to healthcare audiences: “Drugs don’t work in patients who don’t take them.” The modern corollary is “Interventions don’t work in people who don’t use them.”

You’ll want to measure usage for at least three reasons. First, theoretically, your product won’t do anything if people aren’t using it. Second, you need to be able to show that people used your product as part of their behavior change process to tell a compelling story about its success. If you put a product out in the world, and a year from now your long-term success metrics have come true, but the people showing those changes never used your product, you’ll have a hard time convincing anyone that you had anything to do with the changes. Third, usage is a “leading indicator”; you can measure it almost immediately after putting your product out into the world. Leading indicators are your earliest evidence of whether a product is successful or not.

Some of the common measurements you might include as leading indicators include:

• App downloads or installations

• User accounts created

• Logins or sessions started

• Actions taken within the program (e.g., articles read, videos watched, action steps checked off a list)

• Return visits

NOTE DON’T STOP HERE

A common pitfall product teams make is focusing too much on leading metrics.² There are all sorts of reasons why this happens; they’re relatively easy to measure, and they enable quick reports back to leadership if they want to track how a product is doing. While sometimes people struggle to understand the complexity of the more meaningful behavior change outcomes, most people quickly get the importance of the number of users or the frequency of use. It’s okay to use your leading metrics as a success indicator, especially early in your product’s life, but don’t lose sight of the more critical lagging metrics. They tell a much more compelling story.

Some of these metrics may be familiar to you from another metrics planning tool, the conversion funnel (Figure 2.2). If your team uses a conversion funnel to track marketing and acquisition, you can incorporate it into a larger outcomes logic map. Your funnel won’t be so funnel-shaped anymore, but it will do the job of helping you track the right metrics across the product lifecycle.

DIAGRAM BY AIDAN HUDSON-LAPORE.

FIGURE 2.2 A conversion funnel is a type of metrics planning tool that helps teams gauge how well they are reaching, acquiring, and retaining product users.

Keep in mind, too, that more does not necessarily mean better with exposure metrics. Most behavior change interventions need a certain amount of time to work, and more is overkill. If you know what the right “dose” of your intervention is for your users to accomplish their goals, make that the target and not a session more. And if you don’t know, make an educated guess, do some testing, and iterate over time.