Weekly Support Metrics Digest
Weekly 1-page digest distributed Monday 9am: 3 stories, metrics table with deltas, top categories, exemplary cases. Posted to #support and emailed to leadership.
Before you start
- Help desk with reporting API access
- Metric definitions documented (CSAT, FRT, resolution time, etc.)
- Distribution list and review meeting
- Help desk weekly aggregates
- Last week's digest for delta comparison
- Goals or targets per metric
The steps
- Pull the standard metrics set — Pull: total tickets, tickets per priority, first response time (FRT), average resolution time (ART), CSAT, breach rate, top categories, top reporting customers. Pull both this week's data and last week's for delta.
- Compute deltas and flag movements — Calculate week-over-week changes for each metric. Flag any movement >15% as notable. Distinguish sustainable trends from one-week noise — 4+ weeks of trend matters more than 1-week spike.
- Identify the 3 things worth highlighting — Don't list everything. Pick 3 stories: a positive movement worth celebrating, a problem worth addressing, and a pattern worth watching. The goal is action, not data dump.
- Surface top categories and emerging patterns — Top 5 ticket categories this week. Compare to baseline — is any category surging? Surging categories often indicate product issue, change-management failure, or external event. Surface to product/eng if so.
- Highlight standout positive and negative interactions — Pull 1-2 exemplary CSAT 5/5 with comment (celebrate the agent), and 1 exemplary CSAT 1-2/5 (case study for coaching, anonymized if internal). Real cases drive culture more than aggregate numbers.
- Compile and distribute — Format: 1-page digest. Top of digest: the 3 stories. Then: the metrics table with deltas, top categories with movement, exemplary cases. Distribute Monday 9am to: support team, support leadership, product partners. Post in #support Slack as well.
If it goes wrong
Digest becomes routine and gets ignored
Vary the lead story format. One week, a metric movement; another, a customer story; another, a process insight. Routine breeds disengagement.
Negative metrics framed in a way that feels accusatory to agents
Frame metrics as system properties, not individual blame. Coaching happens 1:1, not in public digests. Aggregate metrics tell stories about systems.
Digest lacks action — just numbers, no decisions
Each digest should propose at least one specific action or experiment. 'CSAT dropped — let's run a coaching cycle on tone for queue X this week.' Numbers without decisions are useless.
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