A sales capability and propensity assessment, also known as a seller readiness assessment, is a structured sales performance diagnostic that evaluates two distinct dimensions of a sales team's readiness to perform.

Capability measures whether sellers have the skills, knowledge, and tools to execute effectively in front of customers.

Propensity measures whether they have the motivation, mindset, and willingness to change how they work.

Most sales assessments focus only on capability, what sellers know and can do. But capability without propensity produces sellers who understand what good looks like but won't do it consistently.

A combined capability and propensity assessment gives revenue leaders a complete, evidence-based picture of where their sales team genuinely is and where the real barriers to performance sit.

Sales Growth Team's D.R.I.V.E. assessment evaluates both dimensions across five critical areas: Determined, Ready, Inspired, Validated, and Empowered.

Assessing sales team performance objectively, and knowing how to baseline a sales team before making transformation decisions, requires removing internal bias from the process entirely.

When revenue leaders rely on internal data, manager narratives, or self-reported seller feedback, they inherit a picture shaped by politics and relationships rather than reality.

An objective sales performance diagnostic uses independent structured interviews, behavioural observation, and data analysis across capability gaps, pipeline quality, and GTM alignment.

The goal is to surface what is actually happening on the sales floor, not what people want leadership to believe.

Sales Growth Team's Propensity and Capability Assessment is specifically designed to cut through internal bias and give revenue leaders an unfiltered view of their sales organisation within the first 90 days.

The first 90 days in a new revenue leadership role are defined by a critical tension: the pressure to act quickly and the risk of acting on an inaccurate picture.

Two of the most common questions new CROs ask within this period are why is my sales methodology not being adopted and how do I measure seller motivation, both of which are impossible to answer reliably without an independent diagnostic.

Sales Growth Team's Propensity and Capability Assessment is specifically designed for this moment.

It gives new revenue leaders an evidence-based view of where their sellers are, their real capability gaps, how to measure seller motivation across the team, why methodology adoption may be stalling, the quality of manager coaching, and the true health of the GTM operation, without the distortion of internal politics.

Clients report gaining clarity six months faster than through internal assessment alone, with a clear stack-ranked action plan ready to present to the board within the first 30 days.

The Sales Growth Team assessment quickly and accurately builds a picture of your best and common practice. 

Our clients tell us we are stronger at cutting through the internal bias to establish what is really happening. Unpacking conflicting agendas between sales, marketing, RevOps, Enablement and operations.

We do this by drawing out emotion, digging deep on certain trends to allow us to really understand the true picture. 

We believe that our D.R.I.V.E. practice helps CROs gain insights into  the seller experience up to 6 months quicker than if they performed the assessment internally.

Our seller readiness practice. It focuses on your people to uncover their motivation, mindset, capability, and environment.

Why it’s needed You can’t tune the engine if you don’t know:

• Who’s genuinely up for the change
• Who has the skills but not the confidence
• Who your customers actually trust
• Where leadership, tools, or process are holding people back

Without this clarity, you waste money on blanket training and still don’t get consistent performance.

What D.R.I.V.E. does

We assess each seller and leader across five dimensions:

• Determined – Are they motivated to change?
• Ready – Do they have the skills, knowledge, and tools to perform?
• Inspired – Are they bought into the mission and the value story?
• Validated – Do customers see them as credible and commercially sharp?
• Empowered – Are leaders, processes, and systems helping or hindering?