Please use the following scale of 1 to 5, where 1 is "strongly disagree," and 5 is "strongly agree." If you don’t know the answer to a question, please answer N/A to indicate that you are not aware.
GREAT PEOPLE
GREAT PEOPLE
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1. Everyone on our leadership team is a true A Player—high-performing, values-aligned, and a driver of an on-brand culture.
2. Our leadership team is comfortable engaging in healthy conflict, confronting brutal facts, and holding one another accountable when needed.
3. Based on all of the leaders, managers, and employees I know of in the organization, I would enthusiastically recommend rehiring every one of them if we had it to do over again.
4. We consistently attract the right talent—people who align with our values and raise the performance bar.
5. We use a consistent, structured hiring process to assess for both performance and culture fit.
6. We have a structured, consistently used 90-day onboarding process to ensure every new hire is either set up for success, in a development plan, or quickly recognized as a miss-hire and exited.
7. We have a documented and consistently executed process to coach, develop, and grow our people beyond onboarding
8. We track Productivity per Employee (or an equivalent metric) for every role and use it to drive performance improvement.
9. Every leader in our organization takes ownership for upgrading their team by regularly assessing talent, coaching for growth, and making tough calls when necessary.
10. We proactively develop succession plans and internal pipelines to ensure we are never caught off guard by unexpected departures or promotions.
PEOPLE Total
PEOPLE Total %
INSPIRING PURPOSE
INSPIRING PURPOSE
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1. Our Purpose—why we exist—is alive in the business and actively guides decision-making at every level.
2. Employees at all levels can articulate how their individual work contributes to our Purpose and long-term vision.
3. Our Core Values are real, modeled by leadership, and reinforced with consistent feedback and coaching when behavior is off-track.
4. We use our Purpose and Core Values as filters for strategic decisions, people decisions, and managing customer relationships.
5. We have set and consistently communicate a clear and inspiring “Big Hairy Audacious Goal” (BHAG®) that defines the summit of the mountain we are climbing and is consistently communicated throughout the company.
6. We have clear, measurable Brand Promises—and they consistently show up in how we market and sell.
7. Everyone understands our differentiation strategy and how they support it in their role.
8. Our strategic messaging is consistent across all departments and clearly reinforces our Purpose, Brand Promises, and differentiation strategy.
9. We regularly gather intelligence on competitors to protect and sharpen our differentiation.
10. The way we operate sets us apart in our industry—and we can clearly articulate how.
PURPOSE Total
PURPOSE Total %
OPTIMIZED PLAYBOOKS
OPTIMIZED PLAYBOOKS
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1. We have well-designed, optimized process playbooks and checklists for every part of the business—from lead gen to cash collection.
2. Our playbooks clearly define ownership and accountability for every step in each process.
3. Our process playbooks, SOPs, and work instructions are housed in a digital platform that’s easy for all team members to access and use.
4. We consistently audit critical processes to eliminate waste, reduce complexity, and improve results.
5. We have onboarding and training playbooks for every role that are used consistently to ramp up new hires and set them up for success.
6. We deliver recurring training that keeps every team member sharp and performing at their best.
7. Our process playbooks are followed by everyone—and we measure adherence to ensure consistency.
8. We’ve built clear measurables into our playbooks and monitor them to ensure they’re delivering the right results.
9. We regularly gather feedback from front-line team members to improve our playbooks and ensure they reflect the reality of how work gets done.
10. Our leaders model process discipline and hold their teams accountable for using and improving documented playbooks.
PLAYBOOKS Total
PLAYBOOKS Total %
CULTURE OF PERFORMANCE
CULTURE OF PERFORMANCE
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1. We consistently make progress toward our goals without getting derailed by crises or firefighting.
2. We consistently meet or exceed our quarterly and annual targets for revenue and gross profit.
3. Each priority in our annual growth plan has clearly defined quarterly projects and measurables that are tracked and updated regularly.
4. Every employee can clearly articulate our annual goals and how their work contributes to achieving them.
5. Every team consistently reviews its key metrics and takes action when performance falls short.
6. We have strong alignment between our long-term strategic vision, one-year growth plan, and quarterly priorities.
7. We hold regular meetings across the organization to align on priorities, solve issues, and eliminate miscommunication.
8. Employees have a clear process to share feedback and ideas that strengthen our culture and team.
9. We actively seek and act on customer feedback to improve performance.
10. The CEO and key leaders review strategy execution and industry trends at least quarterly.
PERFORMANCE Total
PERFORMANCE Total %
GROWING PROFITS AND CASHFLOW
GROWING PROFITS AND CASH FLOW
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1. Our top-line revenue and gross profit dollars are growing at the pace we need to achieve our long-term goals.
2. We have clearly identified our ‘Profit per X’—the key metric that drives our economic engine—and use it to guide strategic decisions.
3. We invest time and discipline in optimizing pricing and cost of goods sold to maximize gross margin—not just cutting expenses.
4. We consistently hit or exceed our net income and EBITDA targets.
5. We generate the level of net cash flow required to fund growth—without overleveraging or weakening our balance sheet.
6. We have cash reserves or access to capital sufficient to pursue growth opportunities and weather downturns.
7. Our financial statements are accurate, timely, and reviewed monthly by the Executive Team to address performance gaps.
8. Our finance team prepares and shares rolling cash flow forecasts to help the leadership team make informed decisions.
9. We actively work to reduce our cash conversion cycle and accelerate the return of working capital.
10. We have disciplined, well-managed processes for both accounts receivable and accounts payable.
PROFITS & CASH Total
PROFITS & CASH Total %
ORGANIZATIONAL ASSESSMENT RESULTS
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