# Rep-to-Manager Readiness Assessment

> An 18-statement self-assessment that scores the competency shift from carrying a number to developing other people's numbers, before you make the leap into management.

Free assessment/quiz for sales managers. Topic: [Skills, Competencies & Career Growth](https://www.peerlab.ai/library/topic/skills-competencies-career-growth/). Published by PeerLab in the [Sales Enablement Resource Library](https://www.peerlab.ai/library/). Source: https://www.peerlab.ai/library/rep-to-manager-readiness-assessment/

## How to use it

Score yourself honestly on all 18 statements, have your manager score you independently, compare the two, and read your lowest sections as closely as your total: then use the 'what to do' actions to close the specific gap before the promotion, not after.

## What's inside

- 18 self-scored statements across 8 management-readiness competencies
- The 1-5 Likert scoring key
- The total-score banding (Ready Now / Ready With Support / Developing / Not Yet)
- Section-level reading instructions, why total score alone can mislead
- Specific follow-up actions for each low-scoring section

## 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
4. I can imagine hitting team targets through others' performance and feeling as satisfied as hitting my own quota personally. ___
5. 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." ___
6. 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)
7. When a deal is lost, I can usually name which specific skill gap contributed, not just "bad luck" or "the timing was wrong." ___
8. 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
9. I've delivered hard feedback to a peer (not just a friend) and it didn't damage the relationship. ___
10. I can hold someone accountable to a commitment without either avoiding the conversation or becoming confrontational. ___

## Section 5: Process & Metrics Literacy
11. I understand what drives our forecast beyond my own deals, I could explain team pipeline health to a leader above me. ___
12. 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
13. I can name at least one teammate whose motivation style is meaningfully different from mine, and describe what actually moves them. ___
14. I don't assume what worked for me will work for everyone I'd manage. ___

## Section 7: Time Reallocation
15. I've already voluntarily spent time helping teammates improve, even when it didn't help my own number, without being asked. ___
16. 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
17. 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. ___
18. 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.

| Total Score | Band | What It Means |
|---|---|---|
| 76-90 | Ready Now | Strong signal across all eight areas. Proceed to a management trial (e.g. lead a peer-coaching pod or new-hire buddy assignment) before the formal promotion. |
| 60-75 | Ready With Support | Real strengths, but 1-2 specific gaps. Identify the lowest-scoring section(s) and build a 60-90 day development plan (pair with a current manager as a shadow) before promoting. |
| 40-59 | Developing | The instinct may be there but the competencies aren't proven yet. Consider a stretch assignment (mentoring one new hire, running one skill-focus 1:1 rotation for a peer under supervision) rather than a full promotion. |
| Below 40 | Not Yet | This is very likely a "great IC, not yet a manager" profile, and that's fine. Not everyone's growth path runs through management. Consider a Senior IC or specialist track instead. |

## 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.