Today on the Seth Godin Post Game Show: Measuring stuff. 
Statistics, revenue, lead conversion, time in the field, call-to-conversion ratios...if there's a measurement to be had, some micro-managing sales boss has invented it and is using it.
Seth Godin points out that some things aren't worth measuring (even if they can be measured). Why? Because they aren't important to the bottom line results. In my first sales job, I was asked to track when I entered a prospect's office and when I left. To the minute. My manager used to build out all kinds of spreadsheets to try and maximize my efficiency in the field, which of course would trickle down to the bottom line.
The result?....
Not much. I was never trained on what to do with the information he gave back to me once in a while...come to think of it, I think the only reason he was doing it was because his boss made him...and that boss' boss made him...and so on, and so on. The genesis of the whole things could probably be traced back to a national managers meeting or something, where someone thought this would be a great tool for people like me. It wasn't, of course, but in coming up with the idea that individual justified his existence within the company for a little while longer.
Seth's second point is really relevant, and I encourage you to read the post. Then, apply it to what you do in selling.
Are you a sales manager or business owner? I'd encourage you not to get carried away with measuring stuff that really doesn't impact the core talents of your sales staff.
Are you a sales professional? Measure the stuff that keeps you on track to reach your goals. Measure the stuff that positively impacts your bottom line earnings.
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