01
Tell us the team's numbers — target, headcount, what a rep costs to lose.
02
Tick what you've actually seen this leader do. No ticks, no claim.
03
See the upside on the table — and what one session could return, every year.
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Churn below this isn't credited to the leader.
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Hiring, onboarding, lost management time. Conservative default.
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For teams with a renewal book, a reactive leader also leaks retained revenue.
Step 2 of 2 · The pattern

How does this team tend to operate under pressure?

Three reactive patterns. Rate how present each one is — left if it's situational at most, right if it's the team's default. Incentives and corporate pressure cause plenty of this; that's not what we price. We only price the reflex, so a low setting barely counts.

Controlling — drives results through force, can't let go
Looks like: takes over big deals instead of coaching · sits on decisions so deals stall · keeps pipeline visibility to themselves.
Not something I seeNot presentIt's the default
Protecting — withdraws, stays distant and safe
Looks like: avoids the hard performance conversation · explains away misses instead of confronting them · stays distant from the team and live deals.
Not something I seeNot presentIt's the default
Complying — defers, pleases, won't push back
Looks like: accepts unrealistic targets without negotiating · sides with senior management over the team · lets other departments stall deals.
Not something I seeNot presentIt's the default
Single Session Coaching
Sales-leader upside estimate
Modelled estimate · one reactive sales leader

The double gain, in your numbers

Win more · top line
—
revenue to win back
Keep more · bottom line
—
churn and lost ramp-up quota you stop paying for
Upside · per leader · per year
On the table each year
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Recoverable every year this pattern goes unaddressed.
Even if this estimate is half right, it's a number worth a conversation.

How the number builds

How this is calculated — and what's research vs judgement

Top line (revenue to win back). Gallup's Q12 meta-analysis finds a 20% gap in sales between top- and bottom-quartile engagement units, and that managers account for ~70% of engagement variance (State of the American Manager, 2015). We never apply the full gap: the observed-pattern score positions you on a conservative band topping out at half of it — a ceiling of ~7% of quota, lower the fewer behaviours ticked.

The bridge is ours. Linking a reactive pattern to lower engagement is SSC's reasoning, not Gallup's — which is why this is a modelled estimate, every assumption visible.

Bottom line (reps kept). Only departures above your normal turnover count, only ~70% credited to the leader, scaled by the observed pattern. Each carries a replacement cost (a % of OTE) plus the quota a ramping seat can't yet carry. Industry benchmarks you can adjust, not research constants.

No double-counting. For a sales team the productivity loss is the revenue gap, so it's priced once — on the top line — not stacked twice.

Download your report below to keep — or send your figures to SSC and we'll come back to you. You don't need to email it to yourself.

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