Budget season. Plenty of spreadsheets, plenty of debate, and a real opportunity to build a stronger business.
The usual topics are on the table. Revenue targets, expense control, staffing, headcount, incentives, and the forecast everyone hopes will hold.
But before asking, “What is the goal?” or “What number do we need to achieve?” start with these four questions.
1. What will we accomplish this year that we didn't accomplish last year?
We've all heard it before. If you want what you've never had, you've got to do what you've never done.
So many companies build their budgets around chasing revenue. But revenue can be elusive when that's your only focus. Improving the customer experience gives customers more reasons to buy, return, and recommend you.
What will we do differently this year to improve the guest experience and grow our bottom line?
2. Are your KPIs aligned and visible?
Do your frontline associates, managers, and senior leaders look at the same metrics with the same urgency?
Do leaders understand what those KPIs mean in the daily work of the people serving customers?
Everyone should know how the business is performing, where it needs to improve, and what they can do to help.
That is why we built IN Gauge and GameTime by Revcuity. These tools give teams a shared view of performance and help managers see where coaching is needed.
3. Are your incentives aligned?
A monthly incentive for the frontline matters. So do monthly and quarterly incentives for the managers supporting them.
You may be thinking, “Why should we pay them a commission? We already pay them a good hourly rate.”
If you don't reward performance, your competition will.
If your best customer facing employees leave for greener pastures, who will you be left with? You don't want a team that does the bare minimum to keep a job. You deserve better, and so do your customers.
Build incentives around exceeding clear targets, with payouts funded by the additional performance they generate.
Give people goals for the first six months and the full year, too. Help them see what they can accomplish and earn beyond the next month.
Your incentives should reflect the performance you expect.
4. Do you have the right team?
You can put all of this in the budget, but who will deliver it?
Do your customer facing associates represent the business well? Do they operate with urgency? Do they understand that service and sales are connected?
Do you have managers who know how to coach, motivate, and hold people accountable every day?
When deciding who to build around, ask yourself these questions.
Do they represent us well?
Do they outperform their peer group?
Knowing what I know today, would I rehire them?
These can be uncomfortable questions, especially when someone has been with you for years.
If you answer “no” to two of them, it is time for an honest discussion about expectations, fit, and what comes next. That may mean a different role or a fair transition out of the organization.
Every person who joins or leaves your organization changes the strength of your team. Make those decisions count.
When you need to hire, ask your best people who they know with the same passion, people skills, and demeanor.
Birds of a similar feather flock together. A recommendation from a top performer can be a good place to start. People want to work with people they respect, and they don't want to let their friends down.
They share ideas, talk through challenges, and help each other get better. That can carry well beyond work hours.
As you plan for 2027, give these questions as much attention as the numbers. Your budget depends on the people and decisions behind it.
