Look beneath the sales number.

Explore the commercial behaviours and disciplines behind your sales performance across process, team behaviour, management rhythm and leadership visibility.

16 statements Approximately 5 minutes Immediate profile

Performance is rarely explained by one number.

The diagnostic looks at the conditions that make consistent sales performance more or less likely. There are no perfect answers and no judgement attached to the result.

The objective is simple: identify what appears strong, where friction may exist and where attention could create the greatest impact.

Your progress 0 of 16
01

Sales Process

How consistently the business converts customer activity into genuinely qualified commercial opportunity.

01 Sales opportunities progress through a clearly defined process, with movement based on customer evidence rather than salesperson optimism.
02 Customer discovery consistently uncovers the problem, its commercial impact and a meaningful reason for the customer to change.
03 Important opportunities have clear visibility of stakeholders, decision process, budget route, risks and customer commitments.
04 Forecast dates and pipeline stages are supported by agreed customer actions and timelines rather than internal expectation.
02

Sales Team Behaviour

Whether frontline activity is purposeful, commercially relevant and consistently connected to revenue outcomes.

05 Salespeople understand the level and quality of front-end activity required to create enough future pipeline and revenue.
06 Customer meetings are approached with clear objectives, preparation and a purposeful questioning strategy.
07 Salespeople remain connected to the full customer decision process rather than relying heavily on one internal champion.
08 Salespeople can translate customer interest into a compelling operational, financial or commercial business case.
03

Sales Management Rhythm

Whether managers have the visibility, cadence and coaching discipline required to develop performance rather than chase it.

09 Salespeople report progress upwards through a predictable, concise management rhythm rather than waiting to be chased for updates.
10 Managers monitor meaningful leading indicators and the quality of sales activity, not simply monthly revenue or CRM volume.
11 Managers regularly coach live selling behaviours and opportunities, rather than limiting development to pipeline or performance reviews.
12 The management system makes it possible to distinguish between someone who needs coaching, lacks capability or is simply not doing the work.
04

Leadership Visibility

Whether commercial priorities and performance expectations are clear enough to create alignment throughout the organisation.

13 Leadership clearly communicates commercial priorities and what strong sales performance looks like beyond simply achieving target.
14 Revenue targets are translated into practical expectations around opportunity creation, pipeline development and meaningful sales activity.
15 Leaders and sales managers reinforce the same commercial standards, language and expectations across the team.
16 Leadership has enough visibility of leading indicators, pipeline quality and team behaviour to identify risk before the revenue number reveals it.

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Your commercial profile

Strongest component
Priority component

Your four components

The individual scores are directional rather than external benchmarks. Their value is in showing where your own Sales Engine appears strongest and where consistency may be breaking down.

Sales Process Qualification, customer commitment and opportunity progression
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Sales Team Behaviour Purposeful activity, customer conversations and commercial ownership
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Sales Management Rhythm Visibility, upward accountability and behavioural coaching
0%
Leadership Visibility Commercial clarity, alignment and early visibility of risk
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