Next Level Growth Business Health Checkup

Scale is 1 to 5, where 1 is as weak as possible, or "strongly disagree," and 5 is as good as it could possibly be, or "strongly agree." If you don’t know the answer to a question, please answer 0 to indicate that you are not aware.
GREAT PEOPLE
1. Everyone on the leadership team is a solid A player. *

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2. All leadership team members feel comfortable debating and discussing the brutal facts facing our organization, even if that means calling out each other when necessary.*

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3. We would enthusiastically rehire every one of our current employees if we had it to do over again.*

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4. We are able to attract enough of the right talent to support our growth objectives.*

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5. We employ a consistent, formal and structured interview process to select the right talent.*

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6. We have a defined, documented, and consistently executed process to educate and coach our people beyond onboarding, throughout their career.*

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7. We have a metric for Productivity per Employee (PPE) and are constantly working to improve it.*

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PEOPLE Total
PEOPLE Total %
INSPIRING PURPOSE
1. Our Purpose (“Why we exist?”) and Core Values are known, alive, and driving decisions by everyone in the organization.*

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2. We have set and consistently communicate a clear and inspiring 5-25 year “Big Hairy Audacious Goal” (BHAG®) that defines the summit of the mountain we are climbing and how we will fulfill our purpose.*

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3. We have clear and measurable Brand Promises - reasons why people should buy from us – and we consistently use them in our marketing and sales processes.*

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4. Everyone in the organization knows our differentiation strategy (one-phrase strategy) and how to execute that strategy within the context of their role in the organization.*

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5. “How” we operate in our industry is significantly different than our competition.*

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PURPOSE Total
PURPOSE Total %
OPTIMIZED PLAYBOOKS
1. We have well designed, optimized playbooks and checklists in a state of continuous improvement for every function of our business, from lead generation to collection of payments.*

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2. We have strong onboarding and training playbooks documented for new team members to get them up to speed quickly, set them up for success, and they are consistently used with new employees.*

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3. We have systemized recurring training for all team members to keep them at peak performance.*

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4. All employees follow our core processes playbooks and we have a way to measure process adherence.*

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5. Our playbooks have clear measurables in place, which we consistently monitor, to ensure they are generating the outcomes we want.*

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PLAYBOOKS Total
PLAYBOOKS Total %
CULTURE OF PERFORMANCE
1. The CEO and a few select others spend intentional time at least every quarter on strategy and actively monitor trends that could impact our industry.*

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2. We are consistently making progress toward the company’s goals, and rarely spend time responding to crises and firefighting.*

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3. We have clearly defined projects and measurables associated with each priority in our annual growth plan, and they are regularly updated and tracked by the leadership team and other team members as appropriate to ensure successful outcomes.*

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4. I’m confident that each employee can clearly articulate our annual goals and how they contribute to helping ensure those goals are achieved.*

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5. We consistently solicit and receive feedback from our customers on how we are doing.*

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6. We have strong alignment between our long term strategic vision, one-year growth plan, and quarterly priorities.*

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7. We have regularly established meetings throughout the organization for all employees to align activities with company priorities and identify and solve issues and miscommunications.*

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8. We have an effective process for employees to offer suggestions and feedback in order to enhance our culture and strengthen our team.*

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PERFORMANCE Total
PERFORMANCE Total %
GROWING PROFITS AND CASHFLOW
1. Our top-line revenue and gross profit dollars are growing as fast as we want.*

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2. We have figured out our ‘Profit per X’ (the most critical metric that drives our economic engine) and consistently use it to analyze our strategy and decisions to improve our profitability.*

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3. We focus at least as much of our time and energy on price and cost of goods sold strategy to maximize our gross margin as we do expense control and reduction.*

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4. We consistently meet or exceed our budget for net income and EBITDA.*

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5. We generate enough net cash flow to fuel our growth without taking on unhealthy levels of debt.*

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6. We have enough cash reserves or access to enough cash and capital to pursue opportunities and survive economic downturns or mistakes.*

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7. Our financial statements are accurate, timely, and reviewed monthly by our Executive Team to address variances from budget.*

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8. Our finance team is consistently reviewing cash flow projections and reporting our cash flow forecast to the leadership team.*

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9. We have an accurate understanding of how much it costs to acquire a new customer.*

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10. We have an accurate understanding of the average lifetime value of each customer.*

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11. We regularly pursue ideas for reducing our cash conversion cycle (the period of time from placing $1 of working capital into daily operations until it returns as cash collected).*

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12. We have effective accounts payable and accounts receivable processes and policies in place.*

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PROFITS & CASH Total
PROFITS & CASH Total %
ORGANIZATIONAL ASSESSMENT RESULTS
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GREAT PEOPLE

INSPIRING PURPOSE

OPTIMIZED PLAYBOOKS

CULTURE OF PERFORMANCE

GROWING PROFITS AND CASHFLOW

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