Welcome
The Revenue Predictability Diagnostic
The Revenue Predictability Diagnostic surfaces the leadership conditions that determine whether revenue remains predictable - or quietly destabilises under pressure.
It examines forecast accuracy, margin integrity, and execution consistency when timelines compress and scrutiny increases.
This is not a personality test.
There is no score.
This diagnostic identifies where revenue predictability is being lost - and why.
You receive a clear leadership profile showing whether each capability is Stable, Exposed, or At Risk across five critical dimensions:
→ Authority Under Pressure
Decision consistency that holds in Week 12 and doesn’t collapse after Week 1.
→ Decision Psychology in B2B Sales
The ability to surface resistance in Week 2 - before it becomes a late-stage escalation.
→ Revenue & Role Clarity
Leadership time aligned to revenue-productive work, not consumed by firefighting caused by role ambiguity.
→ Leadership Intervention as a Discipline
Margin protected through qualification and accountability - not reactive rescuing.
→ Executive Influence
Expertise that is visible and transferable, strengthening talent attraction and board confidence rather than remaining invisible.
You’ll receive a detailed report (email + downloadable PDF) showing which leadership capability gap carries the highest revenue cost - and what infrastructure must be installed to restore control.
Run the Revenue Predictability Diagnostic →
Click Next to begin
Question 1 of 20
When pressure increases late in the quarter, I hold the same leadership standards as I do earlier in the cycle.
Question 2 of 20
When senior leaders or the board get involved, my team still owns and drives the decision.
Question 3 of 20
When situations become tense, my team continues to act without waiting for me to step in.
Question 4 of 20
When the stakes are high, I usually step in and take control to keep things on track.
Question 5 of 20
When a decision slows down, I can clearly identify what is causing the hesitation before acting.
Question 6 of 20
I seek to understand concerns or objections before pushing a decision forward.
Question 7 of 20
Concerns or objections rarely show up late in the decision process.
Question 8 of 20
When people hesitate, applying more pressure usually moves the decision forward.
Question 9 of 20
Leaders on my team can clearly explain how their role directly impacts revenue.
Question 10 of 20
Expectations and performance standards are clearly defined, not left open to interpretation.
Question 11 of 20
Pipeline and forecast discussions focus on decision quality, not just activity or effort.
Question 12 of 20
Capable people don't really need clearly defined roles or standards to perform well.
Question 13 of 20
Coaching usually happens before problems show up, not only when something is already going wrong.
Question 14 of 20
My coaching reduces the need for people to come back to me with the same issues.
Question 15 of 20
Deals are slowed down or stopped when qualification standards are not met — even under pressure.
Question 16 of 20
When problems show up, fixing them myself feels faster than slowing things down to coach.
Question 17 of 20
People outside my immediate team understand how I think and make decisions.
Question 18 of 20
My point of view influences senior or executive decisions, not just reporting conversations.
Question 19 of 20
Important initiatives continue to move forward without my constant involvement.
Question 20 of 20
When I'm not involved, important decisions tend to stall or lose direction.
