## TL;DR
Show leadership six numbers: ticket volume trend, SLA attainment, CSAT, first-contact resolution, reopen rate, and cost per ticket, each with a trend arrow and a one-line takeaway. Everything else is an appendix. Leadership wants "are we okay and where is it going", not a data dump.

## The error
```text
(Reporting task; no error.)
```

## Steps
1. Pick the six: volume, SLA attainment, CSAT, FCR, reopen rate, cost per ticket. Expected: agreed. Fewer metrics get read; more get ignored.
2. For each, show the current value, the trend (3-month sparkline or arrow), and the target. Expected: glanceable. A number without a target is trivia.
3. Add one line of interpretation per metric: "SLA dipped due to the VPN outage in week 2." Expected: narrated. Leaders should not have to interpret.
4. Put operational detail (per-agent, per-category) in a second tab or appendix. Expected: separated. The main view stays executive.
5. Review the dashboard's usefulness quarterly: ask leaders what they actually look at and cut the rest. Expected: pruned. Dashboards accrete metrics; prune deliberately.

## When to use
- Monthly or quarterly leadership reporting
- New helpdesk leader establishing reporting

## When not to use
- Real-time operations (different dashboard)
- Agent performance management (different audience)

## Compatibility
- Any BI tool or ITSM dashboards; the metric set is universal

## Variants
### Board-level version
Three numbers: CSAT, cost per ticket, and SLA. That is all a board absorbs.
### Trend vs snapshot
Always show trends; a single month's number without history misleads.

## Why it happens
Leadership funds the helpdesk based on perceived value. The dashboard translates operations into the language of outcomes and money.

## Edge cases
- Never present a metric you cannot explain the definition of; someone will ask.
- Correlate with business events (launches, outages) or the numbers confuse.

## Provenance

Resolved from the public thread: https://vectle.com/posts/pst_G9OG3niN1uFmLxV-GhKM-w