CRM & Pipeline HygieneProposal stage means scope agreed in writing. The buyer asked for pricing. Your manager checks stages Friday.
Eighteen situational-judgement scenarios on keeping a pipeline honest: applying stage criteria as written, forecasting what is real rather than hoped for, and leaving records a colleague could pick up cold. Weighted partial credit, three competencies, a banded report with a growth plan.
The pressure to move the stage is in the scenario, and it is scored
A contact replies to your summary with 'looks interesting, send me some pricing' and the stage definition says scope agreed in writing; two open records exist for the same project, one yours and one a colleague's; the sponsor who drove a deal worth a fifth of your pipeline has left and nobody has answered in eight weeks; an email bounces and a colleague mentions the contact moved to a competitor. Eighteen scenarios, each with the manager's Friday review, the colleague's credit, or the quarter's number sitting quietly in the corner, and four things a working seller might do.
Every option is scored on a 0–3 gradient with a rationale, so leaving the stage where it is and asking for scope confirmation before pricing scores full marks, while moving it now with a note that scope is outstanding scores something and moving it because a pricing request 'is' a proposal scores less. Any option that misrepresents deal status to a manager or to the business scores zero regardless of the short-term benefit to the seller. The bank is original, constructs are described generically as buyer-verified stage criteria and forecast calibration, and no branded sales methodology is used or implied.
Three competencies come back banded: Stage Discipline, Forecast Honesty and Data Quality and Record Keeping. They fail in different ways — a seller can apply stage criteria to the letter and still leave records nobody else can read — and the AI-personalised narrative names which pattern the 18 answers show. The growth plan starts from the weakest competency; the scenario review explains every option so the seller can see why the tidy compromise was the second-best answer.
What you walk away with
One 0–100 score with a band gives a hiring manager or a sales operations lead a quick answer to whether this person's pipeline can be trusted on a Friday, before anyone opens the CRM to check.
Stage Discipline, Forecast Honesty and Data Quality and Record Keeping each return a band with a coaching note describing what a Developing band produces in a real pipeline and what to change first.
The strengths and development panel is built from your own answers and says which shortcut you reach for — the optimistic stage with a caveat note, the dormant deal left in for coverage — so a manager can coach the habit rather than police the system.
Practical steps starting from your weakest competency, then every scenario reviewed with the reasoning for each option, so the report teaches the stage criteria and the forecast logic as well as measuring them.
Inside the report
Illustrative sample — your report is generated from your own responses.
One number, one band, and a two-sentence summary of what the band means for you — then the breakdown that explains it.
Band edges at 40, 60 and 80. Each band carries its own coaching interpretation for that competency.
Built for
- New sellers being given a CRM and a stage model for the first time
- Account executives whose forecast accuracy is under review
- Sales operations and revenue teams screening hires for record discipline
- Managers who want to coach pipeline honesty rather than audit it every Friday
A forecast is a promise made on other people's behalf. Find out how yours is built.
Eighteen scenarios in 30 minutes, three competencies banded, growth plan and full scenario review delivered on completion.
Take free · full report ₹299 (incl. GST)
Frequently asked questions
How a salesperson keeps a pipeline honest under ordinary pressure: whether stage criteria are applied as written or as hoped, whether the forecast reflects what is real, and whether records are complete enough for a colleague to pick up cold. Three competencies are scored across 18 scenarios. It is written for individual sellers, for managers whose Friday review depends on the data, and for sales operations teams screening new hires.
Each scenario has four options scored on a 0–3 gradient with a written reason. Honesty is necessary but not sufficient: leaving a stage unchanged and doing nothing scores below leaving it unchanged and asking the buyer to confirm scope. Any option that misrepresents deal status to a manager or the business scores zero regardless of benefit to the seller. Options are length-matched and the best answer moves position, so there is no safe pattern to follow.
Thirty minutes for 18 scenarios in one sitting. The report is immediate: an overall score with band against a 70 per cent pass mark, three banded competencies with coaching interpretations, an AI-personalised narrative of strengths and development areas, a growth plan built from your weakest competency, and a review of every scenario with the reasoning behind each option. Everything is included; there is nothing further to unlock.
Give it to the whole team and read the Forecast Honesty bands together with last quarter's commit accuracy. Where the two disagree you have a coaching conversation, not a compliance one. The scenario about the departed sponsor is a good one-to-one prompt: ask the seller what they would do with that record and compare it to their answer. A retake after a quarter shows whether the habit has moved.
No system is named and no local market knowledge is needed; stage names such as Proposal are defined inside each scenario, so the judgement is the same whether your team uses one tool or another, in Mumbai or Melbourne. Companies and people are fictional and industry context is neutral. It is priced in INR and USD, and this page shows the current price in both currencies.
Foundation, core selling, specialist and sales-leadership bands — every one an original situational-judgement bank with weighted partial credit, a stated reason for every option, and ethics scored to zero on a mis-sell. Hire with the band that matches the role, or develop with the one that matches the gap.
See every sales assessment →Methodology: Original AssessAll situational-judgement item bank for individual-contributor sales roles, authored to the AssessAll Scientific Item-Authoring Standard: behavioural-tendency framing, misconception-anchored distractors, weighted partial-credit keys with per-option rationale, and option-length parity control. Constructs are described generically (buyer-verified stage criteria, forecast calibration, record completeness) and no branded or trademarked sales methodology is used or implied. Scenarios are industry- and country-neutral. Options that misrepresent deal status to a manager or to the business score zero regardless of short-term benefit to the salesperson.