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The measurable criterion relates to the concept of clarity. Objectives and goals must be specific enough to be measurable, for example, “to increase sales by 15 percent” or “to increase your number of face‐to‐face presentations from a current average of 10 per week to an average of 15 per week.” Notice that objectives always begin with “to,” which implies an action you are going to take.

Setting specific, measurable, revenue objectives is not necessarily a good idea, although it is common practice. Rather than setting the final objective as a revenue objective, it is more productive to set a series of specific, measurable, smaller objectives that will help you reach a desired monthly revenue level. In the chapter “A bias for action” in In Search of Excellence, Thomas J. Peters and Robert H. Waterman, Jr. quote the president of one successful company who says he has his managers focus on a few important activity‐based objectives. If they have this task‐oriented focus, he says that “the financials will take care of themselves.”²⁷