The playbook
Lead Response Time: Review Process
A useful lead response time review ends with a supported decision for each item examined. Define the evidence required before opening the report: received time, first reply, substantive response, owner. These fields give reviewers a shared basis for agreeing what is working, what needs attention, and who should act.
Put the task in context
Record inquiry received, acknowledgement sent, and first substantive response as different times. Separate after-hours cases from staffed periods. Investigate the queue where time is lost before setting a response target the team cannot consistently deliver.
Set the review boundary
Choose the records or journeys that matter to the current question. Include a normal case, a recently changed case, and an exception where available. This is a diagnostic sample, not a claim that every item has been checked. Record how the sample was selected and what would justify expanding it.
Use explicit review criteria
| Criterion | Review question |
|---|---|
| Define when the response clock starts and stops | Is the supporting received time current and traceable? |
| Separate business-hours and after-hours inquiries | Does first reply support the decision being made? |
| Investigate delays by queue owner and channel | Can the next owner verify owner? |
Inspect the evidence before assigning a result
For each item, compare the intended behavior with the observed behavior. Pay particular attention to counting an empty acknowledgement as a completed sales response. If it appears, record where it occurs and which assumption it contradicts. Distinguish a verified defect from an unanswered question and from a preference about how the work should look.
Where the evidence supports the known correction, track acknowledgement and substantive response separately. Give that action to an accountable owner with a description of the expected result. If you cannot yet identify the cause, assign a diagnostic action rather than prescribing a speculative repair.
Record a decision that can be acted on
| Decision | When to use it |
|---|---|
| Keep | The current state serves the intended task and the evidence is adequate. |
| Revise | A specific gap is confirmed and the proposed action addresses it. |
| Investigate | Important information is missing or conflicting. |
| Retire or combine | The item has no distinct useful purpose in the current scope. |
Verify corrections and expand selectively
Recheck the affected customer or opportunity record after the owner completes the action. Then inspect other items sharing the relevant cause. A shared template, process rule, or data source may justify expanding the review. Similar wording or appearance alone is a weaker reason.
Turn the review into a decision summary
Summarize the affected scope, confirmed findings, actions, and open questions. Connect the findings to median substantive response time using the same definition as the baseline. A good summary lets the responsible person decide what happens next without reading every working note.
Distinguish a person, an organization, and an opportunity. One contact can participate in several buying decisions, and one company can have several contacts. Keep identifiers and relationships clear when reviewing counts or moving records.
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