It's tough to improve something in your business if you can't measure it and see your progress. But here's the rub: you need to be very careful what you choose to measure.

Let's say that you've grown your spa to multiple locations, or that your front desk is really bustling, and so you decide to implement a call center. That's a bit of fancy name, it could just be one person in a closed office that answers incoming calls. But let's use "call center" as way to talk about front desk staff dedicated to incoming calls. There's some great reasons to have a call center, like allowing your front desk that's at the front desk to focus on the client standing in front of them.

Now, you've got this easily measurable separate cost for the call center. As you grow, so does your call center, and you want to keep the costs down. A common measurement in call centers is the amount of time spent on each call. By reducing the call time, you can handle more calls with the same staff, and keep your costs down. Just by measuring call time and discussing it, you'll encourage your call center manager to focus on reducing call time, even if inadvertently.

But the goal isn't to reduce your call center cost, but to increase your profits. An extra 5 minutes on the phone can get that prospective client to book an appointment, or upgrade from your basic facial to your much more profitable, full-blown service. What you want to measure is the additional revenue minus the additional expense of having your call center. Make that the number you discuss and build incentives around, and that will drive the behavior that you really want.

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