The Revenue Risk & Reliability Diagnostic - salesleaderofinfluence.com

Welcome

The Revenue Predictability Diagnostic

Your forecast feels harder to trust than it should. Deals stall without warning. Margin softens late.

This diagnostic shows you exactly where your leadership is letting revenue become unpredictable - and what to fix first.

20 questions. Straight answers. A clear picture of where your revenue risk actually lives.

See Where Your Revenue Risk Lives →

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Authority Under Pressure

Leadership self, steadiness under pressure

Question 1 of 20

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

I hold my standard

I evaluate it consciously

I feel the pressure and adjust

I often cave to do it

My standards drop

Authority Under Pressure

Leadership self, steadiness under pressure

Question 2 of 20

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

Return it immediately

Coach them through it

Help, but they own it

Usually take it back

I end up owning it

Authority Under Pressure

Leadership self, steadiness under pressure

Question 3 of 20

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

I hold firm under pressure

I stay steady, but listen

I adjust my position

I second guess myself

I back down

Authority Under Pressure

Leadership self, steadiness under pressure

Question 4 of 20

Under board or ELT scrutiny, your authority:

Commands the room

Holds with confidence

Wavers slightly

Visibly weakens

Breaks under pressure

Be Decision Led

Decisiveness that shapes clarity, confidence, and momentum

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?

I find what they're protecting

I ask what's really going on

I suggest next steps

I follow up generally

I push harder

Be Decision Led

Decisiveness that shapes clarity, confidence, and momentum

Question 6 of 20

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

Yes (specific diagnosis)

Usually (working hypothesis)

Sometimes (I see patterns)

Rarely (feels random)

Never (always surprised)

Be Decision Led

Decisiveness that shapes clarity, confidence, and momentum

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?

Always (diagnose first)

Usually (have hypothesis)

Sometimes (see stall not cause)

Rarely (just report stuck)

Never (escalate confusion)

Be Decision Led

Decisiveness that shapes clarity, confidence, and momentum

Question 8 of 20

In the last quarter, what % of your 'deal rescues' were genuine authority gaps vs. capability gaps (team couldn't read the buyer)?

80%+ authority gaps

60-80% authority

50/50 split

20-40% authority

Under 20% authority

Own The Numbers

Pipeline, systems, and execution discipline

Question 9 of 20

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

Always clear

Mostly clear

Depends on the situation

Often unclear

Rarely clear

Own The Numbers

Pipeline, systems, and execution discipline

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?

Done (no follow-up)

60-80% (mostly good)

40-60% (hit or miss)

20-40% (needs rework)

Under 20% (I redo it)

Own The Numbers

Pipeline, systems, and execution discipline

Question 11 of 20

How much time per week do you spend on work that should belong to your team?

Under 2 hours

2-5 hours

5-10 hours

10-15 hours

15+ hours

Own The Numbers

Pipeline, systems, and execution discipline

Question 12 of 20

When you run pipeline reviews, how long do they take and what are they based on?

Reps own their numbers

I challenge and sharpen

I guide most of it

I fill the gaps

I carry the number

Coach The Human. Coach The Deal

Performance, intervention, hidden leadership cost

Question 13 of 20

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

Rep moves it forward

I guide next steps

We both get involved

I step in

I take control

Coach The Human. Coach The Deal

Performance, intervention, hidden leadership cost

Question 14 of 20

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

Always (systematically)

Usually (80%+ compliance)

Sometimes (50/50)

Rarely (mostly reactive)

Never (plans are optional)

Coach The Human. Coach The Deal

Performance, intervention, hidden leadership cost

Question 15 of 20

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

Always (systematic data)

Usually (structured approach)

Sometimes (inconsistent)

Rarely (activity reports only)

Never ('it went well')

Coach The Human. Coach The Deal

Performance, intervention, hidden leadership cost

Question 16 of 20

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

It shifts quickly

It improves over time

It's inconsistent

It rarely sticks

It doesn't change

Lead With Influence

Codify IP, executive, reach beyond authority

Question 17 of 20

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

They buy in immediately

Usually lands with minor pushback

Mixed - depends on room

Struggle to get traction

Rarely attempt it

Lead With Influence

Codify IP, executive, reach beyond authority

Question 18 of 20

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

Are consistent and strategic

Do it when asked

Have done it but not often

Rarely do it

Haven't started yet

Lead With Influence

Codify IP, executive, reach beyond authority

Question 19 of 20

Your methodology and approach to leading revenue teams:

Is recognised as proprietary IP

Is documented and teachable

Exists but not formalised

Lives in my head only

Is not defined

Lead With Influence

Codify IP, executive, reach beyond authority

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?

I have a strategic voice

I'm usually respected

Room dependent

I'm rarely influential

Influence not yet established

The Revenue Predictability Diagnostic

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The Revenue Predictability Diagnostic

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