Scored Self-Assessments
Two scored self-assessments for banking, insurance and wealth management teams — the CAPITAL Sales Maturity Index and the Training Readiness Diagnostic. Each is computed only from your own answers, against a rubric stated in full below.
The CAPITAL Sales Maturity Index scores how closely a sales team follows the seven steps of the CAPITAL Method. The Training Readiness Diagnostic scores whether an organisation is set up to convert a training programme into changed behaviour, rather than a day out of the office. Both use the same transparent rubric, stated before every set of questions.
Three questions per step of the CAPITAL Method — Cadrage, Autorité, Problème, Impact, Traitement, Accord, Loyauté — each describing a concrete, observable behaviour of your sales team, not an abstraction. Answer as your team actually behaves today, not as you would like them to.
1. Before a first meeting is confirmed, advisers find out who holds the decision — sole signer, joint decision or committee — rather than assuming the person on the phone can say yes alone.
2. Advisers ask for a real deadline or trigger event (contract renewal, life event, liquidity event) before the meeting, instead of discovering it mid-conversation.
3. When a prospect is clearly unqualified or not ready to decide, advisers shorten or postpone the meeting rather than running the full pitch anyway.
4. In the first three minutes, advisers state a concrete fact about the client's situation or sector, rather than opening with generic small talk or a slide about the firm's history.
5. Advisers use a client story, figure or comparable case early in the meeting to establish credibility, without leaning on a brochure to do that work for them.
6. When a client tests the adviser's expertise with a pointed question early on, advisers answer it directly rather than deferring to “someone will follow up.”
7. Advisers ask at least two follow-up questions before proposing anything, instead of moving straight from the client's opening statement to a recommendation.
8. Advisers restate the client's real need in their own words, and get it confirmed, before any product is mentioned.
9. When a client's stated request masks a different underlying need (for example, “a better rate” when the real worry is liquidity), advisers surface that gap out loud rather than answering the literal question.
10. Advisers put a number on inaction — a euro amount, a percentage, a timeframe — rather than leaving the cost of waiting implicit.
11. Before attempting to close, advisers get the client to state out loud what doing nothing would cost them — not just polite agreement that the topic matters.
12. For a recent deal, advisers can describe precisely what the client stood to lose by not acting — not only what they stood to gain by acting.
13. When a client raises price, timing or “let me think about it,” advisers treat it as a request for more information and ask a clarifying question, rather than immediately discounting or backing off.
14. Advisers have a prepared, specific response ready for the three or four objections they hear most often, rather than improvising every time.
15. After answering an objection, advisers check it is actually resolved (“does that address it?”) before moving on, rather than assuming it's closed.
16. The meeting ends with an explicit, spoken request for commitment or signature — not an assumption that the client will follow up.
17. If the client hesitates at the moment of asking for commitment, advisers ask directly what is stopping them, rather than closing the meeting on “take your time.”
18. Advisers can state their own closing rate (signed clients ÷ qualified meetings) for the last quarter without having to look it up.
19. Within an agreed window after signature, advisers make deliberate contact to confirm the client is comfortable with the decision — before any sign of doubt appears.
20. Advisers explicitly ask satisfied clients for introductions or referrals, rather than hoping referrals happen on their own.
21. When a client shows signs of reconsidering (a hesitant call or email), advisers have a defined way to respond quickly, rather than reacting case by case with no plan.
Overall CAPITAL Index
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Maturity Level
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The weakest dimension is identified only by comparing your own seven scores against each other — never against an external figure. This is an indicative self-assessment, not a certified diagnostic.
Four questions per condition, across five conditions that determine whether a training programme changes behaviour or is simply attended: sponsorship and mandate, manager reinforcement, time and protection, measurement, and target clarity.
1. A named executive — not only L&D — has publicly stated why this training matters and what it is meant to change.
2. There is a single, written objective for the programme that both L&D and sales leadership have agreed to.
3. The sponsor is available to open or close the training in person or by video, rather than delegating that entirely to L&D.
4. If the training stalls or meets resistance, a named person has the authority to intervene.
5. Line managers attend at least part of the training themselves, rather than only sending their team.
6. Line managers are expected to hold at least one coaching conversation per adviser after training, on a defined timeline.
7. Reinforcing the training's content is written into managers' own objectives, not left to personal preference.
8. Managers have received a simple tool for post-training coaching (a checklist, a debrief format) — not just the original training materials.
9. Advisers' selling time is reduced by a stated amount for the days of the training, rather than simply added on top of an already full calendar.
10. Training sessions are protected on the calendar — no meetings, no calls — once they are booked.
11. Managers have committed, to their team, not to pull advisers out of sessions for day-to-day business.
12. At least one follow-up or refresher session is already planned, rather than a single one-off event.
13. A specific indicator — closing rate, average deal size, cycle length — is named as the one this programme is meant to move.
14. That indicator's current, before value is already measured and recorded, not something to be found only after the fact.
15. A date is set for when the after value will be checked.
16. One named person is accountable for reporting whether the indicator moved.
17. The population attending — which teams, which seniority — is defined by name or role, not “whoever is available.”
18. The specific business problem the training is meant to solve is written down in one sentence advisers would recognise.
19. Advisers were told, before the session, what problem the training addresses and why they were selected.
20. The scope excludes populations for whom the training is not relevant, rather than inviting everyone by default.
Overall Readiness Score
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Readiness Level
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Weakest Dimension (Your Own Scores)
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The weakest dimension is identified only by comparing your own five scores against each other — never against an external figure. This is an indicative self-assessment, not a certified diagnostic.
Frequently Asked Questions
Each of the 21 questions describes an observable behaviour tied to one of the seven CAPITAL steps. You answer Oui (yes), Partiellement (partially) or Non (no) for each; those answers are worth 2, 1 and 0 points. The three questions for each step are added together for a score out of 6 per step, and all seven step scores are added together for a total out of 42. Everything happens in your browser, from your own answers — nothing is compared to any other firm’s figures.
The 42-point scale is split into four bands: 0–14 is Reactive selling (the client drives the conversation and the adviser presents and hopes), 15–25 is Intermittent structure (some steps are consistent, others are skipped under pressure), 26–35 is Structured selling (the sequence is mostly followed, and the gap is usually Impact or Accord), and 36–42 is Mastered sequence (the sequence is habitual and the work shifts to consistency across the team). Your total score places you in one of these four bands.
The same Oui / Partiellement / Non rubric (2, 1, 0 points) applies to 20 questions across five organisational conditions: sponsorship and mandate, manager reinforcement, time and protection, measurement, and target clarity. Four questions per condition give a score out of 8 per condition, and the five condition scores add up to a total out of 40.
0–13 is Conditions not in place (training will be consumed but not converted into changed behaviour), 14–26 is Partial conditions (results will depend on individual managers), and 27–40 is Conditions in place (the organisation is set up to convert training into behaviour).
No. Both tools score only the answers you enter, against the rubric stated on this page. There is no external dataset, no industry average and no comparison to other firms anywhere on this page.
No. Both tools are indicative self-assessments, not a certified diagnostic, a scientific instrument or a guarantee of results. They do not constitute professional or regulatory advice, and a high or low score does not certify, validate or predict the outcome of any training programme, including ours.