When four representatives out of six plateau on the same competency, it is no longer a question of individuals. It is the sales process, the training, or what gets rewarded in team meetings. No individual assessment reveals that — only the whole-team view does.
Each representative completes the same questionnaire once. You then choose the depth of reading: the whole team, one person in depth, or both.
Your question: “Is this an individual problem or a problem in how our team sells?”
Thinking of letting them go? Before deciding, separate what can still be developed from the limits that are harder to correct — and perhaps avoid a replacement that costs tens of thousands of dollars.
Your question: “Should we coach, reposition or replace this person?”
This is the question sales figures never settle. A manager who sends the whole team to training when the blockage sits with one representative wastes the budget. One who coaches individually when five share the same weakness repeats the same exercise five times without fixing anything.
Weak discovery across five representatives out of six does not come from the individuals. It comes from what the sales process asks of them, how opportunities reach them, or the habit of presenting before questioning. What gets addressed: the process, group training, and what the manager measures and rewards.
A representative clearly below their own team's average on a competency their colleagues handle well. This is where individual coaching produces a real effect. What gets addressed: targeted support, field accompaniment, or repositioning into a role that fits the profile better.
A late objection is almost always a need that was never identified upstream. Training on objection handling before discovery has been corrected will achieve nothing. The diagnostic indicates where to start.
The diagnostic does not rank your representatives from best to worst; you do not need us for that. It reads horizontally: competency by competency, across the whole team. The 13 competencies as rows, your representatives as columns, the team average on the right. Shared weaknesses and collective strengths stand out visually.
Each collective issue is then explained — where it likely comes from, what it reveals about your commercial approach, and where to begin. Individual gaps are listed separately, once shared weaknesses have been removed, along with the gap between each person's self-perception and their results.
A development tool, not a performance review. The diagnostic should not support a disciplinary decision or be placed in an employee file. We recommend sharing the results with each representative: a profile discussed openly achieves more than one kept by management.
Keep, coach in depth, reposition or replace. This decision costs more than a hire, and most managers postpone it for want of a clear reading. The full individual analysis — PSV Strategic Performance (295 CAD per representative) — reuses the answers already given: detailed role fit, coachable gaps separated from areas of concern, coaching conditions and a 90-day plan. No new questionnaire is required.
A salesperson can meet a target while relying on a small number of existing accounts, delaying prospecting or avoiding difficult conversations. Another may miss a target despite strong commercial habits because the territory, product, pricing or market conditions are unfavourable. Revenue matters, but it cannot by itself explain the behaviours behind performance.
Managers often respond with more pressure, generic training or repeated advice. These actions may be appropriate, but only if they address the real issue. PSV adds structure by exploring how the representative reasons through common sales situations and how they perceive their own capabilities.
Everything starts with the same online questionnaire. Each representative completes it alone, at their own pace, with no preparation. This assessment feeds the team diagnostic — and, when needed, the individual PSV Strategic Performance analysis.
Multiple-choice scenarios. The representative chooses what they would actually do: we measure commercial reflexes, not opinions.
How they see themselves on the key competencies. This is what allows their perception to be compared with their results.
In their language and for their market: examples, phone formats and currency references adapted.
The representative answers under a code. Only you can link a report to a person.
A representative who believes they are strong at needs discovery but scores low will not receive coaching the same way as one who is aware of the gap. PSV puts both readings side by side: that is often where the real coaching conversation begins.
Free. You describe the role and what matters most: it shapes how results are read.
You invite your representatives. Each receives their access and participation code.
About 60 minutes online, whenever suits each person.
You receive the diagnostic. We recommend discussing it with each representative.
How the assessment is introduced matters as much as the assessment itself. A simple message that says what it is for — and what it is not for:
“We are all going to complete an assessment of our sales skills: about one hour, online. The goal is not to judge anyone, but to see where the team is strong, where we can improve together, and how to better target coaching and training. Everyone will get feedback on their own results.”
The people you designate before the assessment. Representatives answer under a code: their name does not appear in the reports.
No. The questionnaire is about how the representative already works in the field. All it takes is one uninterrupted hour.
The team diagnostic is a development tool. No hiring, dismissal or promotion decision should rest solely on a PSV result. When a decision concerns one person, PSV Strategic Performance provides a more complete reading, to be integrated into your overall analysis.
PSV Strategic Performance reuses the answers already given. No new questionnaire is required.
Listening, organization, resilience, professionalism or objection handling may provide a foundation for development in weaker areas. Good coaching does not focus only on deficits.
Instead of telling a salesperson to “sell more,” a manager can explore prospecting consistency, discovery questions, follow-up discipline, negotiation or closing behaviours.
Several related findings may suggest that a representative avoids prospecting, moves too quickly to presentation, manages time poorly or needs additional support in complex negotiations.
When results have remained flat, the immediate explanation is not always lack of effort. The role may have changed, the pipeline may be weak, or the representative may understand the expected behaviour without applying it consistently. PSV can identify areas worth investigating before a manager chooses training, closer supervision or replacement.
Generic training can be useful for shared processes, but people rarely have identical needs. One representative may require stronger discovery habits while another needs structure in prospecting or follow-up. Assessment findings can help prioritize learning and avoid spending time on capabilities that are already strong.
Replacement can be necessary, but it is expensive and disruptive. Before acting, leaders should examine capability, motivation, role clarity, management support, territory potential and market conditions. PSV contributes information about commercial reasoning; it does not decide whether someone should remain employed.
Early impressions can be influenced by personality, communication style or recent results. A consistent framework can help the manager prepare more balanced development conversations and learn where each person may need support.
Choose two or three dimensions with the greatest relevance to the role and business objective. Avoid turning the report into an overwhelming list of weaknesses.
Translate priorities into observable actions: number and quality of prospecting blocks, discovery preparation, follow-up standards or objection-practice routines.
Agree on practice, support and review dates. Use call observations, pipeline evidence and customer outcomes to assess progress rather than relying only on impressions.
The best development discussion is collaborative. Findings should be presented as information to explore, not as a verdict. A participant should have an opportunity to provide context, challenge assumptions and contribute to the action plan.
PSV analyses the abilities directly linked to sales performance — not personality. Each area is detailed in the methodology.
An underperforming salesperson does not only cost the sales they fail to make. The shortfall builds up quietly, month after month — long before replacement is even considered.
Enter your target and the attainment level: the calculation happens in front of you. On top of that amount come:
Simplified calculation: unrealized sales only, before margin and indirect costs.
The complete English article library will be translated progressively. Until then, the assessment, development framework and core guidance on this page provide the principal English reference.
Three leaders on what the diagnostic revealed — including about representatives they considered solid. Translated from the original French.
We had several representatives who had been in post for a long time, and we wanted a more objective view of the team.
PSV confirmed some of what we suspected, but above all it surprised us on a few profiles we thought were very solid. Some experienced salespeople in fact had significant gaps in active listening and needs discovery.
It completely changed our approach to internal development.
Despite a team that had been stable for years, our results were plateauing. We had the impression everyone was working hard, but certain behaviours were clearly limiting our growth.
We found widespread gaps in prospecting, territory planning and customer follow-up.
After adjusting our coaching approach and our management priorities, we saw a concrete improvement in the team's overall performance.
Before, several coaching conversations quickly became subjective or emotional.
Today we rely on concrete data and measurable competencies.
It makes the exchanges far more professional and far more constructive.