1. What is your annual revenue?
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a. <$300K annually.
b. $300k to $1m annually.
c. $1m to $3m annually.
d. $3m to $5m annually.
e. $5m+ annually.
2. When it comes to my financial management...
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a. What financials? I don't have any systems or processes in place yet.
b. I have basic bookkeeping to track income and expenses, but I don't review it regularly.
I review financial reports, track metrics, and analyze data, but I primarily focus on day-to-day numbers rather than long-term financial strategy. I track income, expenses, and profitability, but I don’t have a structured financial plan beyond the next few months.
d. I have structured financial systems for forecasting, budgeting, and long-term decision-making, but I don’t always use them to drive strategy. I forecast, budget, and analyze profitability trends over multiple quarters but don’t always act on the insights strategically.
e. I have a structured financial system with forecasting, budgeting, and financial controls that drive my business decisions. I consistently use financial data to optimize profitability and guide long-term growth.
3. Are you consistently paying yourself from your business?
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a. No, I'm not paying myself yet - every dollar goes back into the business.
b. I occasionally pay myself, but it’s inconsistent and depends on cash flow.
c. I pay myself regularly, but I often feel stretched between personal and business needs.
d. I pay myself a sustainable amount and have a plan for increases as the business grows.
e. I consistently pay myself a competitive salary and have savings or profits reinvested for growth.
4. How many employees are on your team?
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a. None, I do everything myself.
b. 2 - 3
c. 4 - 10
d. 11 - 25
e. 26 - 100
5. Are your employees clear on their roles and responsibilities?
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a. I don't have employees yet.
b. I assign tasks as needed because my employees don’t have clearly defined roles and responsibilities.
c. Some roles are defined, but but I still have to assign tasks frequently or clarify responsibilities because they aren't well clear documented.
d. My employees generally know their roles, but responsibilities aren’t formally documented, and I still have to step in or adjust tasks from time to time.
e. My employees have clearly documented roles, structured accountability, and minimal need for adjustments.
6. How comfortable are you delegating responsibilities to your team?
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a. I do everything myself.
b. I try to delegate but struggle to let go of tasks. I often redo work or step in when things aren’t done the way I like it.
c. I delegate some tasks, but I don’t always set clear expectations or fully trust my team to take ownership.
d. I have a management structure in place with clearly defined roles and responsibilities. My managers or team leads make operational decisions, but I still oversee major business strategy and step in as needed.
e. I have a leadership team that makes decisions and runs the business without me. I focus only on strategy and long-term vision, not daily operations.
7. Do you have performance reviews or accountability systems in place?
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a. No systems in place.
b. Minimal or ad hoc systems, used only when needed.
c. Some systems, but they are not used consistently.
d. Regular performance reviews and feedback sessions are conducted.
e. Structured accountability systems are in place, driving team growth and development.
8. What is your biggest hurdle when it comes to your business?
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a. I'm stuck in a cycle of constantly chasing my next client while juggling a million other tasks.I don't have consistent revenue yet.
b. I have customers, but now it feels like the money is slipping through my fingers. I'm working harder than ever, and hiring hasn’t helped as much as I'd hoped.
c. My business is growing, but I still struggle to delegate effectively, and too much still depends on me. Scaling feels overwhelming.
d. I want to grow, and I have systems in place, but I’m unsure about my next move. The path forward feels risky, and I don’t want to make the wrong decision.
e. I've built a successful business, but staying at the top feels harder than getting here. The market is changing, and I need to innovate to stay relevant.
9. How would you describe the current state of your daily operations?
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a. Completely disorganized and reactive, with frequent last-minute problem-solving.
b. We have some structure, but the business relies on me or a few key people to keep things moving. If we weren’t here, things would fall apart.
c. We manage daily work without major disruptions, but we rely heavily on individual effort rather than structured systems.
d. Operations run smoothly because of documented processes, not just individual effort. The business could continue functioning without me handling daily operations.
e. Highly efficient, scalable, and proactive, with almost no disruptions.
10. Are your core processes documented and repeatable?
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a. I have no documentation.
b. I have basic documentation for a few repeatable tasks.
c. I have standardized processes with consistent quality management and some automation.
d. My processes are documented and optimized. We have advanced quality management and a lot of automation.
e. Our processes are fully documented, optimized, and scalable. We continuously improve for operational excellence.
11. Do you use software or systems to manage your business operations?
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a. I don't use any software or tools for managing my business operations.
b. I use basic tools like spreadsheets or standalone apps, and while they help me track things, everything is still manual, and I don't automate much.
c. I have software, but it’s not fully set up or used correctly. I don’t trust the data enough to rely on reports for decision-making.
d. I have reliable software that supports most of my business operations, but I still need to improve automation, data accuracy, or integration.
e. I have advanced, automated systems that provide accurate, real-time insights and free up my time to focus on strategy and growth.
12. What is your main focus for your business right now?
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a. I’m focused on keeping the business afloat and meeting immediate needs.
b. I want to create consistent cash flow, pay myself fully, and gain better financial control over my business.
c. I'm looking to scale operations, increase revenue, and expand my team—now that my business is financially stable and I pay myself consistently.
d.I want to step back from day-to-day tasks and focus on leading and strategizing—my team and systems are in place to support this transition.
e. I have structured my business to run without me, with a leadership team and systems in place to ensure long-term growth and impact.
13. How do you make decisions in your business?
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a. I make decisions on the fly, reacting to situations as they arise.
b. I make decisions based on my experience, gut instinct, or general business goals, but I don’t follow a structured or data-driven strategic plan.
c. have a structured strategy that informs my business decisions, but I don’t always follow it consistently or fully integrate financial and market data into the process.
d. I have a fully developed strategic plan that I actively follow. My decisions are based on financial data, market trends, and business performance analysis.
e. I have a fully developed strategic plan that I actively follow. My decisions are based on financial data, market trends, and business performance analysis.
14. How much of your time is spent working on the business (leadership and strategy) versus in the business (daily operations)
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a. I spend nearly all my time handling daily tasks and solving immediate problems. I don’t have time to step back and plan for the future.
b. I sometimes think about the future, but I’m still mostly focused on getting things done today. Any planning I do is more about keeping up, not long-term growth.
c. I try to plan for the future, but I still get pulled into daily operations often. I don’t have clear systems in place yet to step back and focus on big-picture growth.
d.I spend most of my time leading, improving systems, and focusing on long-term growth. My team handles daily operations, but I still check in when needed.
e. I rarely get involved in daily operations—my team and systems keep the business running, allowing me to focus almost entirely on strategy and growth.
15. If your business were a movie, what genre would it be?
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a. Action/Adventure: It's fast-paced, full of challenges, and always keeping me on my toes. I feel like I’m constantly reacting to the next big problem.
b. Comedy: Things are unpredictable and sometimes chaotic, but I try to keep it together and laugh through the ups and downs.
c. Drama: There are some big wins, but also setbacks. I’m working through challenges, putting better processes in place, and trying to create stability.
d. Documentary: It’s steady, focused on learning, and growing one step at a time. I have clear goals and a strategy, but I’m still refining things.
e. Blockbuster: It’s exciting, successful, and customers come effortlessly because my business is well-established and runs smoothly without me handling everything.
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