When it comes to decision making, your priority is: *

Profit – People will adjust

Performance and data – Always wins

I try to Prioritize People – but Results usually wins

People come first – but we try to stay afloat

We lead with People – knowing profit is essential for their long - term wellbeing

How do you handle underperformance on your team? *

Quick replacement – it ’ s business

Warnings, maybe training – no guarantees

Case - by - case – I stay neutral

Investigate personal & professional reasons – before deciding next steps

Coach & Support – help them to grow while maintaining accountability to results

What does success look like in your business? *

Revenue growth – and market domination

High performance – and solid margins

Hitting KPIs – keeping turnover low

Happy people – stable operations

Thriving business – that uplifts people, meets goals, and creates lasting impact

When building systems or policies, your top priority is: *

Streamlining for productivity

Standardization and profit margin control

Balance and low risk

Minimizing friction and supporting human needs

Creating structures that drive performance and support the whole human

You receive critical feedback from your team. What's you're action? *

I dismiss it – it ’ s noise

I tolerate it – but don ’ t change much

I listen – but only act if it ’ s urgent

I consider it deeply – and make improvement where I can

I value it – invite it regularly, and adjust systems for continuous growth

Your approach to team well - being is: *

That's their personal responsibility

I offer surface - level perks, not deep support

I support it when I have the bandwidth

I encourage breaks, flexibility, and mental health awareness

I design the business for sustainable growth and human thriving

Your leadership style is best described as: *

Direct and dominant

Focused and transactional

Professional but warm

Supportive and values - driven

Clear, connected and empowering

What role does business play in the world? *

To make money and grow

To create value for customers and shareholders

To provide jobs and stability

To impact lives while making a return

To be a force for good – creating profits with purpose

When discussing profits with your team, you: *

Don't – it's not their business

Only share high - level wins

Occasionally loop them in

Educate them on how profits impact their opportunities

Transparency shows how profits fuel purpose, sustainability, and people care

You’re faced with a short-term profit dip. You: *

Cut hours, benefits, and people immediately

Prioritize financial fixes – and pause everything else

Make minor people cuts – and adjust pricing

Communicate openly – and seek team solutions

Balance cost-saving with creative solutions that protect people and culture

Full Name

Email *

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