350 dollars per seat, 15 seat minimum 250 dollars per seat above 40. A mixed force scored as separate populations starts at 8,000 dollars. Annual re-run at a reduced rate. We do not score candidates, at any price.
What you get. A profile for each person, a team rollup for the company, and a debrief with whoever runs the force. No file that ties scores to names.
One sitting, about 10 minutes, scaled items plus a short set of written responses. It is fielded to technical sales people: a manufacturer’s inside and outside sales, a distributor’s specialists, a rep firm’s people. The question it answers is whether the person on the phone can hold a real application conversation, and whether the conditions around that person let them.
It is not pointed at customer service, at marketing, or at principals who do not carry a bag. Scoring people who never had to hold the conversation produces a rollup that is true of nobody and a fight about the result.
Which price applies
The per seat rate is one population fielded on the standard instrument. One population means one kind of seller: a distributor’s specialists, or a manufacturer’s inside sales, not both pooled into a single rollup. It includes each person’s profile, the team rollup, and the debrief.
The 8,000 dollar engagement is a mixed force. Inside, outside, distributor specialists, and reps scored as separate populations rather than pooled, with selective interviews behind the instrument. It is also the right shape when a wave has to land against a date already on the calendar.
Who receives what
This is the line that decides whether the instrument is worth running, so it is set in writing before anything is fielded.
Each person can see their own profile. The company sees the rollup and the debrief. We do not deliver a file that ties scores to names, and no individual result is attributed back to the employer.
We recruit from a roster you provide, name by name. Nobody who manages the respondents sits on the call or sees who answered. The clock starts when the roster is in hand, not when the contract is signed.
What it is not
It is not a performance ranking, and it is not an input to a termination.
The respondents are employees answering questions about their own competence, for an assessment their employer paid for, and they know it. An instrument that can cost somebody a job does not get answered honestly, which makes it worthless to the person who bought it as well as unfair to the person answering it. The non-punitive frame is agreed in writing, and it is stated to every respondent at the start.
What it is scored against
Against the specialist position as stated in The 10 Immutable Laws of the Industrial Distribution Specialist, which is the construct the items are built from and is published in full so it can be argued with.
And against the pooled database of de-identified waves, which grows with every engagement. Comparison is offered against forces of similar shape: a distributor’s specialists against other distributors’ specialists, a manufacturer’s inside sales against other inside sales teams, rather than against a generic sales norm that was never built for technical selling.
The pool is still young, and every report says how large it is and what it is composed of, because a benchmark quoted without its n is the same trick this practice exists to refuse.
Every figure in the report carries its source. Measured means it came from your wave. Derived means it was computed from published population data, named on the page. You should never have to ask which one you are looking at.
Agreement is part of the reading
A rollup is an average, and an average hides the thing you most need to see. A force where everyone rates the same item at 62 is a different problem from a force where half rate it 80 and half rate it 44, and only the second is fixed by talking to one manager.
So the report carries spread alongside level, for the force and for each population inside it. Where a team splits, the split is the finding.
Hiring
We do not score candidates.
SHI is answered by your own people under a written non-punitive frame, and that frame is the only reason the answers are worth reading. An instrument that scores a named person for a decision about that person is the opposite arrangement, and running both out of one practice would teach every future respondent that a survey from us can cost them something. The answers get careful, the rollups get flattering, and the pooled database behind every comparison on this page quietly stops meaning anything.
So it is not a service we offer, at any price. If you are hiring into a specialist seat, the stated position is published in full in the Laws, and you are free to build your own interview around it.
Why it sits next to the Channel Health Index
Bought with CHI when internal promotion is weak and nobody knows whether the cause is skill or will. Those are different problems with different fixes, and guessing between them is how a year of market development money goes to a training program that was never the issue.
The maintenance version
There is a maintenance workforce instrument in the same family, built for a different buyer, usually reliability or human resources rather than sales. It lives with the technical practice at Wayward Leaders rather than here.