Cliff's Revenue Enablement Maturity Assessment

Most revenue teams have a readiness problem they can't see yet. This assessment was built from 300+ conversations with revenue and enablement leaders like you to help you find out where yours stands across 7 dimensions of enablement maturity. Meet Cliff →

How have coaching conversations happened on your team in the last 6 months?

Coaching conversations were triggered by a performance problem

Managers used a shared rubric to structure coaching conversations

Managers held scheduled and recurring coaching sessions with each rep

Coaching conversations covered deal reviews and development topics in the same session

Coaching conversations were scheduled based on the manager's availability

Feedback was tied to specific calls or observed rep behaviours

Reps received coaching at a cadence set by their manager

Coaching frequency was tracked or reported on

Coaching frequency differed from manager to manager

How did reps prepare for customer conversations in the last 6 months?

Pre-call preparation was driven by individual rep habits

Practice sessions were a standard part of new hire onboarding

Practice activity was logged or tracked in some way

Reps practiced key scenarios before live calls

The team's most experienced rep sets the informal standard for how others prepared

Managers learned how reps prepared during debrief conversations after calls

Preparation habits differed significantly from rep to rep

A shared preparation process existed across the team

Practice scenarios were updated to reflect current challenges, product/service evolution and market conditions

How did you stay informed about rep readiness in the last 6 months?

Managers reported on rep performance using their own format and criteria

Rep skill gaps surfaced first through pipeline reviews

Readiness data was reviewed in leadership meetings on a regular cadence

Leadership visibility into rep readiness came through manager escalations

A dashboard showed rep readiness across key skills

Visibility into individual rep readiness differed by manager

Readiness conversations between managers and leadership were driven by specific rep situations

Managers surfaced readiness concerns proactively in leadership reviews

Readiness data informed how resources and coaching time were allocated

How did your new hire onboarding play out in the last 6 months?

New hires reached full productivity within a predictable timeframe

Managers made the call on when a new hire was ready to operate independently

Onboarding outcomes were consistent across managers

Manager bandwidth affected how much support new hires received during ramp

Ramp time differed significantly depending on the hire or manager

Onboarding milestones and progress were tracked for each hire

New hires learned the role through a combination of formal sessions and peer observation

New hire readiness was validated before they took on a full quota or book

New hire progress was assessed at the end of a defined onboarding period

How were skill gaps and development needs handled in the last 6 months?

Development plans were revisited and updated as reps progressed

Managers set their own priorities and cadence for rep development

Manager accountability for rep development was part of performance reviews

Development outcomes differed significantly from manager to manager

Enablement owned the process for addressing skill gaps

A defined process existed for closing skill gaps once identified

Development goals were set during annual or semi-annual planning cycles

Skill gap conversations happened informally during 1:1s

Identified skill gaps were followed up with a concrete development plan

How would you describe your managers as developers of their reps in the last 6 months?

Managers demonstrated or modelled the skills they coached on

Managers prioritized their top performers when allocating coaching time

Managers gave reps specific feedback tied to observed call behaviours

Manager effectiveness as a developer of people varied across the team

Coaching conversations focused primarily on deals and pipeline activity

Rep development activity varied based on each manager's bandwidth and focus

Reps on well-managed teams showed visible skill improvement over the period

Managers identified specific development needs for each rep on their team

Manager development conversations were tied to performance review cycles

How was rep readiness understood and acted on in the last 6 months?

Reps were assessed against readiness criteria before high-stakes conversations

Rep readiness was discussed as part of the pipeline and forecast review process

The team had a shared definition of what good looked like for each key selling situation

Readiness levels were reviewed as part of regular team planning

Readiness was determined through manager observation over time

Managers assigned customer territory accounts based on rep availability or experience level

Customer calls were the primary place where skill gaps became visible

Readiness assessment activity was concentrated in the first 90 days of a rep's tenure

Coaching and training priorities were informed by readiness data