How to Complete This Assessment

For each statement below, select the number that most accurately reflects what's true in your organization right now – not what you're working toward, but what you're consistently experiencing.

Category 1 – Leadership Capacity

These questions explore whether leaders have the bandwidth, clarity, and structure to lead effectively as your organization grows. When leadership capacity is strained, the effects ripple into decisions, development, and team performance.

1. Current team sizes limit a Leader’s capacity to effectively coach, develop, and support team members. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: Gallup research shows managers account for at least 70% of the variance in employee engagement, yet most report lacking sufficient time for coaching and development.

2. Decisions that should be made at the team level are regularly escalating upward. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: McKinsey has found that over 50% of executives believe decision-making in their organization is too slow, most often due to unclear decision rights and ownership.

3. It's not always clear who owns what - across teams, functions, or leadership levels. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: Harvard Business Review research on decision rights identifies unclear ownership as a primary driver of execution failure in scaling organizations.

4. Leaders spend more time putting out fires than planning for what's ahead. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: Gartner reports that leaders are increasingly consumed by operational firefighting, reducing the time and focus available for strategic priorities.

Category 11 – Structural Execution

These questions look at whether your operating systems — how work moves, accountability is tracked, and people are integrated — are built to support consistent execution at your current scale.

5. How teams track progress and hold each other accountable varies depending on who you ask. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: McKinsey research on organizational agility identifies clear performance cadence and defined accountability as core predictors of sustained performance.

6. A new hire’s onboarding experience varies by leader, team, and role. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: SHRM data indicates organizations with structured onboarding improve new hire retention by up to 50% and accelerate time to full productivity.

7. Work that requires collaboration across teams tends to slow down, get dropped, or lose quality in the handoff. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: Gartner reports that fewer than one-third of employees believe cross-functional collaboration is consistently effective in their organization.

8. We often solve slowing execution by adding headcount, even if we don't fully understand the source of the issue. *

1 = This is not a pattern in our organization

2 = This occurs occasionally but is not systemic

3 = This pattern is emerging and becoming more noticeable

4 = This occurs frequently and affects performance

5 = This is consistently true and materially impacts execution

Research insight: McKinsey research on scaling organizations shows that adding headcount without redefining decision rights and structure increases complexity and slows execution velocity.

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