Are You the Bottleneck or the Catalyst?

This quick but powerful assessment will help you get brutally honest about where you’re thriving… and where you might be unknowingly holding your company back.

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Operator vs. Empire Builder

How often do you find yourself handling day-to-day operations instead of focusing on strategic growth?

Rarely – I’ve delegated most operations and focus on big-picture strategy like growth, innovation, and culture.

Occasionally – I get pulled in when something breaks, but I mostly focus on growth and leadership

Frequently – I’m often in the weeds with the team, fixing, managing, or reviewing day-to-day tasks.

Always – The business wouldn't run without me. I’m the glue holding everything together, which leaves little room for scaling.

Clarity about Scaling

Do you have a clear, documented vision and roadmap for scaling your business?

Yes – It’s written down, regularly reviewed, and used to guide decisions across the company.

Somewhat – We have a plan, but it’s not consistently used or referenced.

Not really – We have ideas but nothing formally structured. The path forward often feels unclear.

No – We’re operating day-by-day without a defined vision or strategic roadmap.

Making Tough Strategic Decisions

How confident are you in making them?

Very confident – I trust my process, make decisions quickly, and stick with them unless strong evidence suggests otherwise.

Somewhat confident – I can decide, but often overthink or seek validation before acting.

Hesitant – I delay tough calls, worry about the fallout, and sometimes let issues fester too long.

Paralyzed – I avoid conflict or decisions altogether and hope they resolve on their own.

Company's Growth Trajectory

How Consistent is It?

Consistently growing – We have momentum, hit targets, and are scaling sustainably.

Generally positive – We grow, but with some ups and downs or unpredictability.

Inconsistent – Growth is slow, erratic, or unreliable, and we lack a scalable engine.

Stagnant or declining – We’re stuck, unsure of how to restart growth or scale without breaking things.

Putting out Fires

How often do you find yourself firefighting?

Rarely – Systems, people, and processes handle issues without my constant involvement.

Occasionally – Unexpected things pop up, but I can usually stay focused on growth.

Often – I'm regularly pulled into fixing problems that feel urgent but aren't strategic.

Daily – My time is consumed by emergencies and I rarely get to work on the business.

Team Capability & Resolvability

Do you have a reliable team that can operate effectively without your constant oversight?

Yes – My team is empowered, aligned with goals, and takes full ownership of their areas.

Mostly – The team is capable, but I still need to check in often or resolve key issues.

Not really – I spend a lot of time managing or micromanaging because execution suffers without me.

No – I feel like I'm the only one who truly knows how things should be done.

Systems & Processes

How well-defined are they?

Extremely – Key processes are mapped out, documented, and regularly improved.

Decent – Some processes are documented, but others are in people’s heads

Limited – Few repeatable processes exist. Execution varies across the board.

Nonexistent – Everyone’s doing things their own way with little consistency.

Shifting Strategy or Focus

How often do you change your business strategy or focus mid-way?

Rarely – We have a strong strategy that we refine over time, not constantly reinvent.

Occasionally – We adapt to data or market shifts but stay within a clear vision.

Frequently – We're often chasing new opportunities, sometimes at the expense of focus.

Constantly – We pivot every few weeks and lack long-term consistency or direction.

Work-Life Balance

How would you describe it?

Strong – I’ve created boundaries and have time for relationships, rest, and hobbies.

Manageable – I work a lot, but I can unplug when needed.

Unhealthy – My personal life suffers due to constant work demands.

Unsustainable – I’m burned out, exhausted, and don’t see a way out.

Feedback and Criticism

How do you handle it?

I actively seek it and use it as a tool for personal and business growth.

I try to take it in stride, even if it's uncomfortable.

I struggle with it – I tend to get defensive or internalize it too much.

I avoid it – I don’t ask for it and often dismiss it when given.

Team Performance and Accoubtability Issues

How proactive are you in addressing them?

Very – I handle issues early with clarity and care, ensuring alignment and accountability.

Somewhat – I address issues eventually but sometimes delay the conversation.

Reactive – I only address issues when they become impossible to ignore.

Avoidant – I dislike confrontation and often let poor performance slide.

KPIs

Do you have a clear understanding of your company’s most important metrics?

KPIs - Do you have a clear understanding of your company’s most important metrics?

Yes – I monitor the right KPIs weekly and use them to make decisions.

Mostly – I check metrics occasionally but don’t always act on them.

Not really – We have data, but it's not organized or regularly reviewed.

No – I’m unsure what numbers really matter to our success.

Your current Business Model...

How scalable is it?

Highly scalable – We’re ready to grow with minimal operational bottlenecks.

Somewhat scalable – There’s potential, but systems or people may need reworking.

Limited – We’re stuck in a service-heavy or manual model that doesn’t scale easily.

Not scalable – Any growth adds chaos and decreases our margins or quality.

Daily Operations

How prepared are you to step back from the day-to-day manual work?

Totally prepared – The business is built to run without me.

Getting there – Some parts would run fine, others still rely on me.

Not ready – Most things would stall if I stepped back.

Nowhere close – The company would collapse without me.

Coah or Mentor

Do you have a mentor or coach guiding your entrepreneurial / personal growth?

Yes – I meet regularly with a coach or advisor who challenges me and helps me grow.

Kind of – I get ad-hoc advice from peers or mentors, but it’s not structured.

Rarely – I sometimes ask for input, but mostly operate in isolation.

No – I don’t have anyone to help me navigate leadership or scaling challenges.

Your Perfomance

What are your Projected Sales in USD for 2025?

What is your Project EBITDA for 2025?

What is your Projected EBITDA for 2025?