Decision-Led Revenue Report

Your Decision-Led Revenue Report Assessment

Welcome

Your Decision-Led Revenue Report

Welcome to where your revenue becomes unreliable.

Revenue doesn’t suddenly become unpredictable at the end of the month or quarter.
It shifts much earlier — in the decisions being made, delayed, or avoided.

This personal report will show you exactly where that’s happening — and what to fix first.

20 questions. 100% relevant for every revenue generating leader. A clear read on where your revenue is no longer as reliable as it should be.

See Where Your Revenue Becomes Unreliable →

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Manage Self - Congruence Decision

The Decision That Sets Your Standard

Question 1 of 20

When quarter-end pressure hits and a deal requires a pricing exception you'd normally reject, what do you do?

1 I hold my standard

2 I evaluate it consciously

3 I feel the pressure and adjust

4 I often cave to do it

5 My standards drop

Manage Self - Congruence Decision

The Decision That Sets Your Standard

Question 2 of 20

When a decision you delegated comes back to you during a high-stakes moment, how do you respond?

1 Return it immediately

2 Coach them through it

3 Help, but they own it

4 Usually take it back

5 I end up owning it

Manage Self - Congruence Decision

The Decision That Sets Your Standard

Question 3 of 20

When crunch time hits and your team pushes back on a standard or expectation, what happens?

1 I hold firm under pressure

2 I stay steady, but listen

3 I adjust my position

4 I second guess myself

5 I back down

Manage Self - Congruence Decision

The Decision That Sets Your Standard

Question 4 of 20

Under board or ELT scrutiny, your authority:

1 Commands the room

2 Holds with confidence

3 Wavers slightly

4 Visibly weakens

5 Breaks under pressure

Motivate Others - Curiosity Decision

Surface Resistance Before It Costs You

Question 5 of 20

When a buyer says 'I need to think about it' or a team member goes quiet after a strong meeting, what's your first response?

1 I find what they're protecting

2 I ask what's really going on

3 I suggest next steps

4 I follow up generally

5 I push harder

Motivate Others - Curiosity Decision

Surface Resistance Before It Costs You

Question 6 of 20

When a deal stalls at a predictable point (CFO approval, legal, multi-stakeholder), can you clearly articulate WHY?

1 Yes (specific diagnosis)

2 Usually (working hypothesis)

3 Sometimes (I see patterns)

4 Rarely (feels random)

5 Never (always surprised)

Motivate Others - Curiosity Decision

Surface Resistance Before It Costs You

Question 7 of 20

When your team escalates ('This deal is stuck - can you help?'), how often can THEY articulate what the buyer is protecting against?

1 Always (diagnose first)

2 Usually (have hypothesis)

3 Sometimes (see stall not cause)

4 Rarely (just report stuck)

5 Never (escalate confusion)

Motivate Others - Curiosity Decision

Surface Resistance Before It Costs You

Question 8 of 20

When a deal requires escalating, what's usually missing?

1 Clear decision ownership

2 Understanding of what the buyer is protecting

3 Alignment across stakeholders

4 Confidence from the team to progress it

5 Basic clarity on what’s actually happening

Mentor The Team - Clarity Decision

Own The Numbers Your Pipeline Misses

Question 9 of 20

When priorities flip quickly and pressure's on, how well does role clarity hold across your team?

1 Always clear

2 Mostly clear

3 Depends on the situation

4 Often unclear

5 Rarely clear

Mentor The Team - Clarity Decision

Own The Numbers Your Pipeline Misses

Question 10 of 20

When work gets submitted to you (call plans, pipeline reviews, business cases), how often does it meet your standard on first pass?

1 Done (no follow-up)

2 60-80% (mostly good)

3 40-60% (hit or miss)

4 20-40% (needs rework)

5 Under 20% (I redo it)

Mentor The Team - Clarity Decision

Own The Numbers Your Pipeline Misses

Question 11 of 20

How much time each week are you doing work that should sit with your team?

1 Under 2 hours

2 2-5 hours

3 5-10 hours

4 10-15 hours

5 15+ hours

Mentor The Team - Clarity Decision

Own The Numbers Your Pipeline Misses

Question 12 of 20

When you run pipeline reviews, what actually happens?

1 Reps own their numbers

2 I challenge and sharpen

3 I guide most of it

4 I fill the gaps

5 I carry the number

Mobilize The Business - Conviction Decision

Coach The Human. Coach The Deal.™

Question 13 of 20

When you spot a deal or someone's performance losing momentum, how consistently do you intervene BEFORE it goes south?

1 Rep moves it forward

2 I guide next steps

3 We both get involved

4 I step in

5 I take control

Mobilize The Business - Conviction Decision

Coach The Human. Coach The Deal.™

Question 14 of 20

How often do your sales team's call plans show their commercial thinking BEFORE customer calls?

1 Always (systematically)

2 Usually (80%+ compliance)

3 Sometimes (50/50)

4 Rarely (mostly reactive)

5 Never (plans are optional)

Mobilize The Business - Conviction Decision

Coach The Human. Coach The Deal.™

Question 15 of 20

After customer interactions, does your team extract forecast-level intelligence (structured debrief, qualification evidence)?

1 Always (systematic data)

2 Usually (structured approach)

3 Sometimes (inconsistent)

4 Rarely (activity reports only)

5 Never ('it went well')

Mobilize The Business - Conviction Decision

Coach The Human. Coach The Deal.™

Question 16 of 20

When you give corrective feedback, how often does the behaviour actually change?

1 It shifts quickly

2 It improves over time

3 It's inconsistent

4 It rarely sticks

5 It doesn't change

Multiply Your Influence - Contribution Decision

Turn Leadership Into Leverage

Question 17 of 20

When you need to sell your ideas, methodology, or vision to a senior audience, what happens?:

1 They buy in immediately

2 Usually lands with minor pushback

3 Mixed - depends on room

4 Struggle to get traction

5 Rarely attempt it

Multiply Your Influence - Contribution Decision

Turn Leadership Into Leverage

Question 18 of 20

When it comes to sharing your expertise publicly (speaking, writing, podcasts, LinkedIn), you:

1 Are consistent and strategic

2 Do it when asked

3 Have done it but not often

4 Rarely do it

5 Haven't started yet

Multiply Your Influence - Contribution Decision

Turn Leadership Into Leverage

Question 19 of 20

Your methodology and approach to leading revenue teams:

1 Is recognised as proprietary IP

2 Is documented and teachable

3 Exists but not formalised

4 Lives in my head only

5 Is not defined

Multiply Your Influence - Contribution Decision

Turn Leadership Into Leverage

Question 20 of 20

When you show up in a room - with your executive team, your peers, or the C Suite - how would you describe your personal credibility and influence?

1 I have a strategic voice

2 I'm usually respected

3 Room dependent

4 I'm rarely influential

5 Influence not yet established

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