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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.
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How have coaching conversations happened on your team in the last 6 months?
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How have coaching conversations happened on your team in the last 6 months?
Coaching frequency was tracked or reported on
Feedback was tied to specific calls or observed rep behaviours
Coaching conversations were triggered by a performance problem
Managers used a shared rubric to structure coaching conversations
Reps received coaching at a cadence set by their manager
Coaching frequency differed from manager to manager
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
How did reps prepare for customer conversations in the last 6 months?
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How did reps prepare for customer conversations in the last 6 months?
A shared preparation process existed across the team
Practice sessions were a standard part of new hire onboarding
The team's most experienced rep sets the informal standard for how others prepared
Reps practiced key scenarios before live calls
Practice activity was logged or tracked in some way
Managers learned how reps prepared during debrief conversations after calls
Practice scenarios were updated to reflect current challenges, product/service evolution and market conditions
Pre-call preparation was driven by individual rep habits
Preparation habits differed significantly from rep to rep
How did you stay informed about rep readiness in the last 6 months?
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How did you stay informed about rep readiness in the last 6 months?
Rep skill gaps surfaced first through pipeline reviews
Managers surfaced readiness concerns proactively in leadership reviews
Readiness data informed how resources and coaching time were allocated
Leadership visibility into rep readiness came through manager escalations
Readiness conversations between managers and leadership were driven by specific rep situations
Managers reported on rep performance using their own format and criteria
A dashboard showed rep readiness across key skills
Readiness data was reviewed in leadership meetings on a regular cadence
Visibility into individual rep readiness differed by manager
How did your new hire onboarding play out in the last 6 months?
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How did your new hire onboarding play out in the last 6 months?
Managers made the call on when a new hire was ready to operate independently
New hire readiness was validated before they took on a full quota or book
Onboarding milestones and progress were tracked for each hire
Onboarding outcomes were consistent across managers
Ramp time differed significantly depending on the hire or manager
New hires reached full productivity within a predictable timeframe
Manager bandwidth affected how much support new hires received during ramp
New hires learned the role through a combination of formal sessions and peer observation
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?
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How were skill gaps and development needs handled in the last 6 months?
Manager accountability for rep development was part of performance reviews
Managers set their own priorities and cadence for rep development
Identified skill gaps were followed up with a concrete development plan
Enablement owned the process for addressing skill gaps
Skill gap conversations happened informally during 1:1s
A defined process existed for closing skill gaps once identified
Development plans were revisited and updated as reps progressed
Development goals were set during annual or semi-annual planning cycles
Development outcomes differed significantly from manager to manager
How would you describe your managers as developers of their reps in the last 6 months?
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How would you describe your managers as developers of their reps in the last 6 months?
Manager development conversations were tied to performance review cycles
Coaching conversations focused primarily on deals and pipeline activity
Managers identified specific development needs for each rep on their team
Managers gave reps specific feedback tied to observed call behaviours
Rep development activity varied based on each manager's bandwidth and focus
Managers demonstrated or modelled the skills they coached on
Managers prioritized their top performers when allocating coaching time
Manager effectiveness as a developer of people varied across the team
Reps on well-managed teams showed visible skill improvement over the period
How was rep readiness understood and acted on in the last 6 months?
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How was rep readiness understood and acted on in the last 6 months?
Coaching and training priorities were informed by readiness data
Readiness assessment activity was concentrated in the first 90 days of a rep's tenure
Customer calls were the primary place where skill gaps became visible
Readiness was determined through manager observation over time
Managers assigned customer territory accounts based on rep availability or experience level
Readiness levels were reviewed as part of regular team planning
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
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