The playbook
Discovery Calls: Checklist
Use this discovery calls checklist before a new release, a handoff, or a scheduled review. Its purpose is to verify the decisions that affect qualified discoveries with confirmed requirements. Check an actual customer or opportunity record; a box marked complete without evidence does not show that the customer journey works.
Put the task in context
Ask how the work is handled today, where it fails, what the consequences are, and how the buyer will judge improvement. Confirm who participates in the decision. Summarize the answers back before recommending a product or service.
Before you use the checklist
Name the exact item being checked and its purpose. Gather problem, impact, constraint, decision process. If one of those details is unknown, mark it as unknown and assign a way to resolve it. An invented value makes the checklist look complete while weakening every later decision.
Working checklist
| Check | Evidence to keep | Responsible role |
|---|---|---|
| Ask about the current process and its consequences | A dated observation showing how problem was verified | sales operations lead |
| Clarify constraints stakeholders and timing | A dated observation showing how impact was verified | record owner |
| Summarize needs before proposing a solution | A dated observation showing how constraint was verified | sales manager |
Check the failure path
- Look specifically for this failure: presenting a demo before understanding the actual problem.
- Confirm the buyer's priorities and tailor the next conversation. Record the actual correction, not just the intention to make it.
- Repeat the affected task after the correction and check decision process.
- Make sure the next owner can find the decision and supporting evidence.
Use three outcomes for each check
Mark an item as complete only when the expected behavior or information has been observed. Mark it as incomplete when a required condition is absent. Use not applicable when the condition genuinely does not belong to the chosen scope, and write a short reason. These states keep a review useful without forcing every process into an identical mold.
For example, if the check is “Ask about the current process and its consequences,” a meeting about the subject is not the evidence itself. Retain the relevant problem and impact, the decision made from them, and the result of checking that decision. The record should allow someone who missed the meeting to understand what changed.
Decide what must be resolved first
An incomplete item that prevents understand a prospect's problem decision process and success criteria deserves attention before a cosmetic improvement. Assign an owner and a next action to that issue. Keep optional refinements visible, but do not let them obscure a failure in the core process.
Close the review
Recheck corrected items and note anything still uncertain. The checklist is finished when the next owner understands what was verified and what remains open. Follow qualified discoveries with confirmed requirements using a consistent definition so later reviews can connect execution quality with useful results.
Use observable customer milestones when assessing progress. A seller sending a message is an activity; a buyer agreeing to a next meeting is a different event. Recording both helps the team locate the actual constraint.
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