Rep-to-Manager Readiness Assessment

Purpose

Promoting your best rep into management is a competency change, not a reward. This assessment scores the specific shift — from carrying your own number to developing other people's numbers — across eight competencies, before you make the leap.

How to Take It

Score yourself 1-5 on each statement (1 = Strongly Disagree, 5 = Strongly Agree). Be honest — this is a planning tool, not a test to pass. Where possible, have your own manager score you independently on the same statements and compare.

Section 1: Coaching Ability (vs. Doing It Yourself)

1. When I see a teammate struggling on a call, my instinct is to ask questions that help them find the answer, not to take over and solve it for them. ___
2. I can watch someone else make a mistake I know how to avoid, and let them work through it if the stakes allow it. ___
3. I've successfully taught a skill to a peer before, and they improved because of it (not just because I helped once). ___

Section 2: Letting Go of "The Number" as Personal Identity

1. I can imagine hitting team targets through others' performance and feeling as satisfied as hitting my own quota personally. ___
2. When a teammate wins a deal I would have run differently, I can recognize it as a legitimate win rather than needing it done "my way." ___
3. I don't need to be the best performer in the room to feel confident in my value. ___

Section 3: Skill Diagnosis (Seeing the Skill Behind the Outcome)

1. When a deal is lost, I can usually name which specific skill gap contributed, not just "bad luck" or "the timing was wrong." ___
2. I can watch or listen to someone else's call and identify one specific, teachable moment — not just an overall impression. ___

Section 4: Difficult Conversations

1. I've delivered hard feedback to a peer (not just a friend) and it didn't damage the relationship. ___
2. I can hold someone accountable to a commitment without either avoiding the conversation or becoming confrontational. ___

Section 5: Process & Metrics Literacy

1. I understand what drives our forecast beyond my own deals — I could explain team pipeline health to a leader above me. ___
2. I'm comfortable with the administrative and reporting layer of the job (forecasting, 1:1 documentation, hiring paperwork) even though it's not "selling." ___

Section 6: Motivating People Different From Me

1. I can name at least one teammate whose motivation style is meaningfully different from mine, and describe what actually moves them. ___
2. I don't assume what worked for me will work for everyone I'd manage. ___

Section 7: Time Reallocation

1. I've already voluntarily spent time helping teammates improve, even when it didn't help my own number, without being asked. ___
2. I can imagine spending the majority of my week in other people's deals and calls rather than my own, and find that appealing rather than draining. ___

Section 8: Hiring & Talent Judgment

1. I have a clear point of view on what "good" looks like at this role beyond just quota attainment — I could describe it in specific, behavioral terms. ___
2. I've had a real hand in interviewing or evaluating a candidate before, and my read on them turned out to be accurate. ___

Scoring

Add all 18 scores. Maximum: 90.

Section-Level Read (do this regardless of total score)

Look at your three lowest-scoring sections specifically — total score can mask a real, specific gap. A 78 total with a 4/15 on Section 7 (Time Reallocation) is not actually "ready now" — it's a rep who scores well everywhere except the part of the job that's most different from their current one.

What To Do With a Low Section Score

• Coaching Ability low → Give them an informal coaching assignment now (buddy a new hire, run a skill-focus session for a peer under your supervision) and rescore in 90 days.
• Letting Go of the Number low → This is worth a direct conversation about what management actually replaces, not just adds — some reps want the title without wanting the tradeoff, and that's better surfaced now.
• Skill Diagnosis low → Have them shadow you scoring calls with the Call Coaching Observation Scorecard for a month before promotion.
• Difficult Conversations low → Practice with role-play before the stakes are real — this is one of the highest-cost gaps to discover after the promotion, not before.