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Bernadette McClelland

Sales Leader of Influence™

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The Revenue Predictability Diagnostic

The Revenue Predictability Diagnostic

20 Questions 10 Minutes

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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1 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

2 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

3 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

4 Under board or ELT scrutiny, your authority: *

Commands the room Holds with confidence Wavers slightly Visibly weakens Breaks under pressure

5 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

6 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)

7 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)

8 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

9 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

10 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)

11 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

12 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

13 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

14 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)

15 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')

16 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

17 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

18 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

19 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

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

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Bernadette McClelland

Sales Leader of Influence™

Decision-Led Revenue™ — helping sales leaders and CEOs make revenue predictable through better decisions under pressure.

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© 2025 Bernadette McClelland | Sales Leader of Influence™ | Leadership that holds up under pressure.

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