How Ready Is Your Company
to Grow?

We have a clearly defined profile (scorecard) for every key role in our company.

70% or more of our leadership seats are filled with A-players — people who embody our values and hit their numbers.

Every manager in our company conducts structured coaching conversations with their direct reports at least quarterly.

Our core values are actively used in hiring decisions, performance reviews, and disciplinary actions.

We rarely lose A-players — our top talent retention rate is strong.

We use a structured, repeatable interview process (not gut feel) for every hire.

Underperformers are addressed promptly — we don't carry people who don't fit the A-player standard.

Every employee can clearly articulate our company's core values and what makes us unique.

Leadership team members have clear, written accountabilities and know exactly what's expected of them.

Our employees would recommend us as a great place to work — our culture is genuinely healthy.

We have a clear, unique brand promise that we deliver consistently and that differentiates us from competitors.

We have a written BHAG (Big Hairy Audacious Goal) for 10–25 years that excites our team and guides decisions.

We know precisely who our ideal customer is and we say no to customers who don't fit that profile.

Our 3-year plan is documented and every leader on the team can articulate it clearly.

We are competing to be unique, not just to be better than the competition at the same thing.

We have a clear annual strategic plan with measurable goals for the year that are shared with the whole team.

We understand the key drivers of profit and revenue growth in our business and are actively managing them.

Our marketing and positioning clearly attract our ideal customers and repel the wrong ones.

We regularly review our strategy (at least annually) with our full leadership team and update it based on data.

Our core purpose (why we exist beyond making money) is well known internally and influences how we operate.

We have a consistent meeting rhythm (daily huddles, weekly, monthly, quarterly, annual) that keeps the team aligned without wasting time.

Every person on the leadership team has no more than 3–5 clear priorities for the quarter, and they're being executed.

We have a dashboard of 5–15 KPIs that every leader reviews weekly to assess company health.

When the team makes a decision, it sticks — we don't relitigate decisions made in meetings.

We conduct a formal annual planning session with our leadership team that results in a written plan everyone owns.

We track completion of quarterly priorities and hold leaders accountable if goals are missed.

Meetings at our company start on time, have a clear agenda, and end with clear actions and owners.

Our company has a documented set of critical processes that are followed consistently by the team.

Issues in our company are surfaced quickly, addressed constructively, and resolved — not swept under the rug.

The CEO is not the bottleneck — the business can operate and make decisions without the CEO being in the room.

We have a 13-week rolling cash flow forecast that we review weekly.

We understand our Cash Conversion Cycle (CCC) and are actively working to shorten it.

Our gross margin is healthy and improving year over year.

We know which customers, products, or service lines are profitable and which are not — and we act on that knowledge.

We have at least 2 months of operating expenses available as a cash reserve.

We use pricing as a strategic lever — we raise prices when our value warrants it, not just when forced to.

We actively manage accounts receivable — our average days outstanding (DSO) is at or better than industry norms.

We understand the "Power of One" — we know which single metric most impacts our cash flow and we're managing it.

Our financial reporting is timely (books closed within 10 business days) and reviewed by the leadership team monthly.

We have a plan to fund our growth — we're not constantly surprised by cash crunches when revenue grows.