Every meeting type carries outcomes - the things the platform extracts. Each outcome has a kind, and the kind determines what you get back and what you can do with it.
The Five Kinds
| Kind | Produces | Use for |
|---|---|---|
| Score | A number from 1 to a scale you set, usually 5 | Things with a degree - strength of pain, strength of a champion |
| Yes / No | True or false | Things that either happened or did not |
| Choice | One option from a list you define | Classification - severity, sentiment, outcome |
| Rubric | A 1-5 rating plus the reasoning behind it | When the reasoning matters as much as the number |
| Free text | A written answer | Anything that resists a number |
Rubric is the underused one. A bare score tells you the champion is a 2. A rubric tells you the champion is a 2 and why - which is what someone can actually act on.
How A Score Is Derived
Scores come from the transcript, read through the framework, with the guidance you wrote as the instruction. They are an assessment of what was said, not of the deal.
Consider BANT, which mixes kinds deliberately:
| Outcome | Kind | Guidance |
|---|---|---|
| Budget | Score, 1-5 | Did they confirm budget and an amount? Higher means a firm, sufficient budget. |
| Authority | Yes / No | Is the decision-maker engaged and able to approve? |
| Need | Score, 1-5 | How clear and pressing is the problem we solve? Higher means stronger need. |
| Timeline | Free text | When do they want to decide and go live? Capture the dates mentioned. |
Budget is a score because budget confidence is a spectrum. Authority is yes/no because the decision-maker was either in the room or was not. Timeline is free text because "end of Q3, subject to board approval" is not a number.
Keep in mind
A low score is not a bad meeting. It is an accurate reading of a conversation where that thing was not established. A discovery call that scores 1 on Champion is normal - you have not met one yet. The score is only alarming when it stays at 1 through the fifth meeting.
Reading MEDDPICC
MEDDPICC has eight outcomes, six free text and two scored:
| Outcome | Kind |
|---|---|
| Metrics | Free text |
| Economic Buyer | Free text |
| Decision Criteria | Free text |
| Decision Process | Free text |
| Identified Pain | Score, 1-5 |
| Champion | Score, 1-5 |
| Competition | Free text |
| Paper Process | Free text |
The two scored fields are the two that predict whether a deal closes. Everything else is information you either have or do not - and an empty field is itself the finding. A deal at stage four with an empty Economic Buyer is the most useful thing this framework will ever tell you.
The Coaching Layer
Beyond the scorecard, meetings can produce coaching grounded in the transcript, the type's framework, and the linked deal. It is evidence-based - it quotes what was actually said rather than offering generic advice.
Coaching trends over time are more useful than any single meeting. One call where discovery was thin is a bad day. Six weeks where Identified Pain never rises above 2 is a pattern worth a conversation.
Using Scores Well
Do use them to spot what is missing. The value is in the empty fields and the persistent low scores.
Do compare across meetings of the same type. A single score has no baseline; ten do.
Do not use them to rank people. They measure a conversation, and conversations differ in difficulty. A rep working enterprise deals will show lower early scores than one working transactional business, and that says nothing about either.
Do not treat the score as the deal's health. It reflects what was said in one meeting. A deal can be strong with a weak call and weak with a strong one.
Caution
The moment a team learns that scores are being used to judge them, the scores stop being useful - people start narrating the framework aloud rather than having the conversation. Use these for coaching, and say plainly that is what they are for.
When Scores Look Wrong
Three usual causes, in order:
- The meeting type was wrong. A different framework was applied than the meeting warranted.
- The guidance was vague. "Budget" as guidance gives the analysis nothing to work with. Rewrite it as a question with a direction.
- It genuinely was not discussed. This is the most common, and it is the system working.
Common Questions
Can I change the scale? Yes, on any score outcome. Five is the default and works for most things; more granularity than that is usually false precision.
Do scores update if I edit the framework later? No. Existing analyses keep the outcomes they were produced with. Changes apply to meetings analysed after the change.
Can I score something the framework does not cover? Add an outcome. The framework is a starting point, not a fixed schema.
Where do I see the scorecard? On the meeting itself, alongside the summary and action items.
Did this answer your question?
No, ask a person