How have you / are you planning to track Gong adoption at your organization?

When we came upon renewal time we discovered that most teams were not using the tool. It had turned into simply a library for management oversight Without utilizing trackers, deal boards, or scorecarding.

I know the value in the full Gong offering, so I have taken point on ensuring we leverage this tool to its fullest.

Utilization is one area being monitored moving forward - we have many reps cancelling the recording to the point where only 15% of sales calls were being captured. This defeats the purpose of the tool.

We also plan to focus on team & manager training in the tool. We need to show them the value provided and how to use it effectively. 

We are expanding to our CS org within the next month or so, and I think one of the things I’d like to implement with our CSM team is Scorecards. Our Strategic team has already been using Gong in a fairly limited capacity, and as we roll out to other teams, I think it’ll be crucial to make Scorecards a part of the CSMs regular 1:1 cadence. This will ensure the managers are using Gong and listening to calls, and will help ensure the ICs use it as well.

I’d be curious to hear from anyone who has rolled out to a CSM team to hear what helped their adoption and usage most!

We will be tracking scorecard usage and implementing Smart Trackers.

We currently use Gong for our sales team. Being able to record there sales pitches and training allows for our manages and enablement teams to provide feedback and open discussions to help them become better sellers. It also allows us to track how involved our managers are in the development process. 

Education, report usage out to managers

We are starting small with a small launch group so keeping an eye on each individual’s usage will be pretty easy, but as we continue to grow and roll out, we will rely on reporting to ensure proper Gong adoption over time.

Starts at the top. For us the biggest impact on getting adoption was having our CRO regularly using the deal boards in his conversations with Frontline managers. Forcing them to answer questions based on warnings seen on the deal boards has had a trickle down effect throughout the sales org. Now the next step is getting them to increase their documented coaching on the platform itself. 

To track AE Gong adoption, we’re focusing on a few key steps:

• Using the Call Library and smart trackers to make insights more accessible.
• Developing call scoring for coaching and aligning on best practices.
• Building a centralized library for sales coaches and managers.
• Highlighting the benefits of features like Scorecards, Feedback, and Insights to improve coaching.
• Organizing a Scavenger Hunt to help the team explore Gong features.

I plan to track Gong adoption at our organization by using a combination of usage metrics and feedback loops. First, I’ll monitor key engagement data such as login frequency, feature usage, and the completion of essential tasks to see how often and how effectively our team is using Gong. Additionally, I’ll gather regular feedback from our team to identify any barriers to adoption and areas where they need further support or training. This will help me adjust our onboarding process and training materials as needed, ensuring a smooth adoption and consistent value from Gong across the team.

I plan to implement monthly “Center of Excellence” check ins. Our organization launched Gong without having a program manager so it’s slightly retroactive. 

As the Salesforce Admin at my organization, I plan to use Gong’s Utilization Report feature to monitor usage of the tool. I will also be working with my team to introduce a Center of Excellence for Gong so that we can drive adoption as a team.

We’ve already introduced Gong to our internal teams, and to ensure healthy adoption and consistent usage, I’ve focused on a few key strategies:

1. Clear Communication of Benefits: From the start, I made sure the teams understood how Gong would directly benefit them — whether it's through tracking calls, gaining pipeline visibility, or providing valuable coaching insights. When everyone understands how Gong makes their work easier and more effective, it’s much easier to drive engagement.

2. Ongoing Training & Support: I prioritized regular training sessions and made sure team members had access to support when they needed it. Whether through quick refresher sessions or one-on-one coaching, we kept the learning process continuous.

3. Tracking & Reporting: I ensure that managers have the tools to track calls, pipeline health, and deal progression effectively. By using Gong’s data, they can make more informed decisions and quickly identify areas where reps need support or coaching.

4. Creating a Feedback Loop: I regularly collect feedback from the team about how Gong is working for them and what could be improved. This ensures we're continuously refining our approach and keeping things aligned with the team’s needs.

Our approach is centered around making Gong feel integrated. We’re focusing on surfacing quick wins early on, showing real, practical use cases that connect directly to our BDEs day-to-day. Rather than pushing features, we’re aiming to pull people in by demonstrating how Gong can save time, improve coaching, and ultimately help close more deals.

We’re taking a layered approach: starting with early adopters and success stories, using tailored micro-trainings by role, and having leadership actively model usage. We’re also planning to spotlight wins, create some friendly competition, and keep a strong feedback loop open so we can adapt as we go.