Executive Execution Readiness Assessment

Executive Growth, Change & Execution Readiness Assessment

Willingness–Clarity Diagnostic
This annonymous assessment helps senior leaders identify what is actually getting in the way of execution during periods of growth, change, or increased complexity.

It is designed for organizations where:
- Growth has outpaced structure
- New systems, leaders, or expectations are being introduced
- Execution feels slower, heavier, or more resistant than anticipate
Most organizations assume execution problems are caused by skill gaps or poor strategy. Our experience shows they are far more often caused by willingness gaps, clarity gaps, or both.

This diagnostic identifies:
- Whether your organization is ready to execute
- Where clarity or willingness is breaking down
- Which human barriers must be addressed before systems, training, or change initiatives will stick
Who Should Complete This
- CEO / President
- CHRO / Head of People
- Executive Team Members
- This assessment is most powerful when completed by multiple executives and reviewed collectively.
Time Commitment: 15–20 minutes

How to Respond

Please answer based on current reality, not desired state or intent.

Use the following scale unless otherwise indicated:

1 = Strongly Disagree
2 = Disagree
3 = Somewhat Disagree
4 = Somewhat Agree
5 = Agree
6 = Strongly Agree
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- Section 1: Execution Clarity
  
  Do people understand what is required and how to execute it?
- 1. Our organization has a small number of clearly defined priorities that guide decisions.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 2. Leaders across functions interpret priorities consistently.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 3. Employees understand why changes are being made, not just what is changing.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 4. Decision-making authority is clearly defined and respected.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 5. Roles and accountabilities are explicit rather than assumed. *
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 6. Competing priorities are addressed directly rather than left unresolved.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 7. When priorities shift, those shifts are clearly communicated and reinforced.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 8. Success metrics are understood and used consistently.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 9. Employees understand how their work connects to organizational goals.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 10. Confusion about expectations is the exception, not the norm.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- Clarity Score
- Section 2: Leadership & Organizational Readiness
  
  Are people psychologically and emotionally willing to do what execution requires?
- 11. Leaders consistently follow through on commitments, even when it is uncomfortable.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 12. Employees feel safe raising concerns or dissenting views.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 13. Resistance is explored with curiosity rather than dismissed or overridden.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 14. Leadership behaviour aligns with stated values and expectations.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 15. People believe change initiatives will be seen through to completion.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 16. Leaders model the behaviours they expect others to adopt.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 17. Employees believe leadership listens and responds to feedback.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 18. There is trust that decisions consider both business and people impacts.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 19. Psychological safety exists beyond surface-level openness.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 20. Willingness to engage is sustained without constant pressure or enforcement.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- Section 3: Human Barriers to Execution
  
  Which willingness gaps may be quietly undermining progress?
- 21. Employees trust leadership to do what they say they will do.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 22. Past initiatives were completed rather than quietly abandoned.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 23. People feel able to experiment without fear of disproportionate consequences.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 24. Decision-making is not slowed by excessive risk aversion.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 25. Employees can see how they fit into the organization’s future.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 26. Change is framed as building on strengths, not replacing people.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 27. The organization has the capacity to absorb new initiatives.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 28. Leadership intentionally pauses or stops work when capacity is exceeded.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 29. Employees believe in the organization’s direction and purpose.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 30. Leadership behaviours are aligned across levels.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 31. Losses from previous changes have been acknowledged.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 32. Unresolved frustration from earlier initiatives does not dominate current work.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 33. Employees believe current change efforts are meaningfully different from past attempts.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 34. Early wins are delivered visibly to rebuild confidence.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 35. Employees have meaningful input into how work gets done.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- 36. Feedback results in visible action, not just acknowledgment.*
  
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  1 is Strongly Disagree, 6 is Strongly Agree
- Willingness Score
- Section 4: Executive Signals
  
  Short answers only - please be candid.
- 37. Where do you currently see quiet resistance, disengagement, or slow execution?*
- 38. What work are people being asked to do without sufficient clarity, capacity, or support?*
- 39. What do you believe employees would say leadership is not fully hearing right now?*
- 40. If nothing changes, what is most at risk over the next 12–18 months?*

How Results Are Interpreted
Responses are analyzed using the Willingness × Clarity Matrix, placing the organization into one of four execution realities:
- Willing + Clear – Momentum and execution
- Willing + Unclear – Frustrated high performers
- Unwilling + Clear – Resistance and disengagement
- Unwilling + Unclear – High risk / reset required
The assessment also identifies which human barriers to execution are active, informing where work must begin before training, systems, or strategy can succeed .
Important Note

This assessment does not prescribe solutions.

Its purpose is to create shared truth about readiness so leaders do not attempt to solve the wrong problem first.

Clarity without willingness leads to compliance without commitment.
Willingness without clarity leads to burnout and chaos.

You need both — and the order matters.
Should be Empty:

Executive Growth, Change & Execution Readiness Assessment

Section 1: Execution Clarity

Section 2: Leadership & Organizational Readiness

Section 3: Human Barriers to Execution

Section 4: Executive Signals

How Results Are Interpreted