Pillar 1: Time & Capacity

Q1. How would you describe your current workload? *

Mostly strategic, with space to think

Busy, but generally controlled

Full and reactive

Unsustainable or constantly behind

Q2. When work is just not getting done, the most common reason is: *

Waiting on a decision

Competing priorities

Lack of clear ownership

Capacity sitting almost entirely with leadership

Q3. If you stepped away for two weeks, day-to-day operations would: *

Continue with minimal disruption

Continue, but with some delays

Struggle without regular input

Largely pause or unravel

Q4. When urgent issues come up, they are usually resolved by: *

A clear owner following an established process

Re-prioritising existing work

Leadership stepping in to fix or decide

Dropping other work or working after hours

Pillar 2: Delegation & Team Structure

Q5. How is work currently delegated? *

Clear roles with defined ownership

Delegated, but with frequent oversight

Delegated inconsistently

Mostly retained by leadership

Q6. How confident are you that delegated work progresses without follow-up? *

Very confident

Somewhat confident

Not very confident

Not at all

Q7. When something new arises, it is usually: *

Assigned within an existing structure

Added to someone’s workload informally

Handled personally by leadership

Deferred or delayed

Q8. When a task is completed, the outcome is usually: *

Delivered to a clear standard without rework

Mostly correct, with minor adjustments needed

Often requiring revision or clarification

Redone or taken back over by leadership

Pillar 3: Marketing & Lead Generation

Q9. How would you describe your current marketing activity? *

Structured, consistent, and aligned to strategy

Active, but uneven

Reactive or ad-hoc

Largely dependent on referrals

Q10. Who owns marketing execution day-to-day? *

A clearly accountable role or provider

Shared responsibility

Leadership

No one in particular

Q11. How predictable is lead flow? *

Consistent and measurable

Reasonably steady

Variable month to month

Unpredictable

Q12. How well can you track what’s actually driving enquiries or sales? *

Clearly tracked with data and reporting

Some visibility, but not end-to-end

Largely based on assumptions

No clear tracking in place

Pillar 4: Systems & Operations

Q13. How clearly documented are the way things are done in your business? *

Clear and followed

Documented but inconsistently used

Mostly informal

Not documented

Q14. How often are tasks delayed due to unclear handover or ownership? *

Rarely

Occasionally

Frequently

Constantly

Q15. If your clients/ customers doubled next month your business would: *

Absorb it smoothly

Cope with some strain

Require immediate restructuring

Likely bottleneck

Q16. When something goes wrong operationally, the response is usually: *

Quickly resolved using documented processes

Fixed, but only through manual intervention

Repeated because the root cause isn’t addressed

A regular source of frustration or fire-fighting

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