A Toolkit note
Fixing the measurement first
A key result on a number nobody trusts is a key result on a guess.
I spent twenty years in tax, and most of that was looking at other people's numbers and asking where they came from. In my own firm the number I fought longest was the cash flow forecast. It was prepared as the worst case, every debtor late and every bill early, and what I needed was the likely case. A forecast built to frighten you is as much use as one built to flatter you; neither tells you what is probably going to happen.
Before you write a single objective, write down the three or four numbers the business lives by, and for each one answer three questions in writing. Where does it come from, step by step, from the till or the timesheet to the page? Who could change it on the way, and would anyone notice? And when did somebody last check it against something outside the business, such as the bank, the VAT return or a customer's own records?
A number that fails any of those is not a measurement yet. Fix that first: usually it is one person owning the figure, one source it comes from, and one reconciliation a month. Only then set the results, because until then every result is theatre, and well-written theatre is the most expensive kind.