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Team members consistently use the organization's core values and core purpose to make decisions.

Every position in our leadership team is occupied by an "A Player".

Our leadership team trusts each other and engages in healthy conflict to arrive at the very best decisions that fit our strategy.

We spend very little time dealing with people-related issues and spend most of our time on strategy, execution, and growth.

We grade and discuss company talent as a leadership team, and leadership members hold each other accountable to improve the talent on each team.

We have 50%-80% "A Players" in our organization (A Player = highly productive/achieve KPI-driven goals, and live core values consistently).

We remove "C Players" from our organization quickly (C Player = not highly productive/does not achieve KPI-driven goals, and does not live core values consistently).

Supervisors hold consistent, weekly 1:1 meetings with each team member focusing on priorities and KPIs.

When hiring for new positions, we use a structured interview process to ensure we get a top performer (A Player) 90% of the time.

Our team members actively use AI tools in their daily work to increase output and efficiency.

We have a 10-30 year goal - a BHAG ("Big Hairy Audacious Goal") in place that is guiding our decisions and motivating our team.

We have a clearly-defined "Three Year Highly-Achievable Goal" (3HAG) in place that is driving us toward our BHAG.

We occupy unique "white space" in our market that our competitors do not.

The senior leadership team sets aside a minimum of 1/2 day per month for the purpose of thinking strategically about the business.

We have a single, clear and consistently-tracked metric that represents the economic engine of our business and helps us track the progress toward our BHAG.

We have 3-5 differentiators in place that make us unique from our competitors and are explicitly understood by our leadership team.

We have a clearly defined ideal customer profile that guides our strategic decisions, marketing/sales efforts, and product/service development.

We have a brand promise guarantee that attracts customers and ensures that our internal performance is always up to par.

We have identified an X-Factor that gives our company a 10X competitive advantage over the competition.

We conduct regular SWOT analyses (Strengths, Weaknesses, Opportunities, & Threats) on our organization to give us a clear understanding of our core competencies, internal weaknesses, market opportunities, and market threats.

The company/organization pursues a handful of annual and quarterly priorities with an accountable owner assigned to each priority.

Each employee can clearly articulate the company's quarterly priorities and how they will help the company achieve them.

We have Key Performance Indicators (KPIs) which are used effectively to track employee progress and ensure alignment with company priorities.

We are driven by KPIs/metrics and can easily get our hands on data that measures the effectiveness of marketing, sales, operations, etc.

We have identified a non-financial critical number (a leading indicator) that we are focused on hitting as a company.

We have a three-year forecast that includes all the organization's leading indicators, lagging indicators, and financial targets.

We assign employee names and deadlines to action items established during meetings and review the status of each during the following meeting.

We have regularly scheduled meetings (daily huddles, weekly team meetings, weekly 1:1s, monthly reviews, quarterly/annual planning sessions) to keep everyone aligned with company priorities and identify/solve miscommunications.

We talk to customers consistently to get feedback on how we are doing.

We are making progress toward the company's goals, and rarely spend time responding to crises.

We consistently review 12-month and 36-month cash flow projections with our leadership team.

We have an accurate understanding of the average lifetime value of our customers.

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

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).

Our leadership team looks at ways to improve the seven levers of cash flow (price, volume, cost of goods sold, overhead, inventory days, accounts receivable days, and accounts payable days) on a regular basis.

Our financial statements are accurate and timely.

We can close our books by the 5th day of each month so we can make timely and accurate decisions.

Our leadership team is financially literate and has a solid understanding of the business drivers behind each financial metric.

Our profit margin is growing consistently.

We are effectively paying down debt (or don't have any).