Performance Management Quiz

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Question 1 of 10

1. Question
The purpose of Driving Operational Predictability is to …
- be able to predict the business outcomes of your channel business with accuracy
- create an environment of transparency within the team, with peer leaders and with executive management
- ensure that whatever you predict in terms of business outcomes appears to be true
- ensure that other departments know what you’re doing and can react accordingly in their own planning
- evaluate the overall health of the business operating engine
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Question 2 of 10

2. Question
Driving Operational Predictability involves identifying the right business metrics “that matter” and then predicting the performance of those metrics. This act of accurately predicting performance requires what? (Choose all that apply)
- Approximations and estimations
- Combination of art and science
- Situational knowledge
- Experience based opinions
- Mathematical calculations
- Law of averages
- Number-based (or data-based)
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Question 3 of 10

3. Question
In many cases, your ability to accurately predict performance is more important than your ability to achieve the assigned goal.
- True
- False
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Question 4 of 10

4. Question
Match the Business Metric to the appropriate part of the Channel Business
- You should assume “run-rate” revenue will happen regardless of your efforts and the Portfolio Business Plan should focus on creating additional revenue.
- You should use “run rate” to determine which partners deserve more of your attention and what kind of activities you should do with each of them.
- You should add “run rate” revenue to the amount of quota you intended to assign to each partner to ensure you over-perform your number.
- You should build a Portfolio Business Plan that focuses on how to maximize your “run rate” with each partner so that you have more time for internal projects.
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Question 5 of 10

5. Question
Match the description to the appropriate best practice of Accurate Prediction
- Portfolio Business Plan Achievement Plans represent the “roll-up” of the marketing, sales execution, growth and recruitment plans you have created in each individual Partnership Business Plan
- Portfolio Business Plan Achievement Plans represent the “best practice” activities you intend to share with your under-performing partners.
- Portfolio Business Plan Achievement Plans represent strategies and tactics you intend to employ that will benefit multiple partners in the portfolio where there is common need or similar situations.
- Portfolio Business Plan Achievement Plans represent a sampling of the strategies and tactics you’ve developed with each individual partner.
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Question 6 of 10

6. Question
The Channel P&L is the primary tool that we use to …
- Measure our performance against expectations
- Determine how much our bonus will be
- Ensure our direct reports don’t overspend their T&E allocation
- Set goals and drive execution plans
- Predict our business performance
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Question 7 of 10

7. Question
Which stakeholder(s) would we potentially want to include in our P&L review and planning revision process? (Choose all that apply)
- Peer Leaders
- Staff Leaders
- Partners & Customers
- Executive Management & Board
- Supplier Management
- Accounting Staff
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Question 8 of 10

8. Question
What topics do we need to be ready – at any time – to address when presenting or asked by management about any Business Metric? (Choose all that apply)
- Current Status
- Reasons / Explanation for Status
- Current Execution Plan Update
- Forecasted Result
- Support Needed (if any)
- Next Steps
- Anecdotal Story(s) to Justify the Status
- Detail Risk Analysis and Options for Mitigation
- Clear Indication of Who is Responsible for any Subpar Performance
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Question 9 of 10

9. Question
Driving to the P&L is not just about knowing the numbers, it’s about …
- Knowing what’s behind the numbers and how to present that in a logical, clear and concise way
- Ensuring that the numbers presented meet expectations
- Knowing who caused the numbers to be different than expected
- Holding every individual on the team accountable for making their individual number and contribution without fail
- being able to present or discuss only the numbers that show the Channel in a positive light
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Question 10 of 10

10. Question
In what areas of the Channel Business do we need to drive a performance management rhythm and discipline? (Choose all that apply)
- Channel Sales
- Channel Marketing
- Channel Programs & Operations
- Channel HR / People Management
- Channel Business Management
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Performance Management Quiz

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