B. Diagnostic sections and questions

IMPORTANT NOTE:

When you answer the statements below, think about how things have been in the **last 90 days**, not five years ago.

Strategic Clarity & Focus - Most early eight‑figure CEOs don’t have a “strategy” problem; they have a too‑many‑priorities problem.

Rating scale:

1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

1.) I have no more than 3 clear priorities for the business that almost everyone on my leadership team could name. *

2.) I regularly say “no” or “not now” to opportunities that don’t fit those priorities. *

3.) My calendar reflects those priorities – I spend most of my time on work only I can do. *

4.) I give my leaders a clear picture of what success looks like this year (outcomes, not just activity). *

Perception check:

1 = Not confident, 2 = Slightly confident, 3 = Somewhat confident, 4 = Very confident, 5 = Extremely confident

5.) How confident are you that your direct reports would rate you a 4 or 5 on Strategic Clarity & Focus? *

Decision Speed & Follow‑Through - How you make calls and keep them moving.

Rating scale:

1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

6.) When decisions stall, it is rarely because they are waiting on me. *

7.) I am clear on which decisions I must own vs which should be made by my team. *

8.) I’m comfortable making 80%‑information decisions when speed matters. *

9.) Once a decision is made, I stick with it unless new, material information appears. *

10.) I don’t reopen decisions casually; people know when a call is truly final. *

Perception check:

1 = Not confident, 2 = Slightly confident, 3 = Somewhat confident, 4 = Very confident, 5 = Extremely confident

11.) How confident are you that your direct reports would rate you a 4 or 5 on Decision Speed & Follow‑Through? *

Delegation & Ownership - How much real leverage you have vs how much you personally carry.

Rating scale:

1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

12.) I routinely delegate work and decisions that someone 1–2 levels below me can handle. *

13.) When I delegate, I’m clear on outcome, constraints, and autonomy (what’s fixed, what can flex). *

14.) I avoid “reverse delegation” – work does not boomerang back to me because I delegated vaguely. *

15.) I can name at least 2–3 leaders I’m actively developing to take larger pieces of the business. *

16.) If I stepped away for 2–4 weeks, the business would keep moving without major disruption. *

Perception check:

1 = Not confident, 2 = Slightly confident, 3 = Somewhat confident, 4 = Very confident, 5 = Extremely confident

17.) How confident are you that your direct reports would rate you a 4 or 5 on Delegation & Ownership? *

Trust & Psychological Safety - How safe it is to bring you truth, risk, and big ideas early.

Rating scale:

1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

18.) People bring me bad news early, not after it has exploded. *

19.) My leaders feel they can disagree with me without paying a political price. *

20.) When things go wrong, I focus first on learning and fixing, not blame. *

21.) I actively seek out perspectives I might be missing, especially from people who think differently. *

22.) I don’t shoot the messenger; over time, people have become more candid, not less. *

Perception check:

1 = Not confident, 2 = Slightly confident, 3 = Somewhat confident, 4 = Very confident, 5 = Extremely confident

23.) How confident are you that your direct reports would rate you a 4 or 5 on Trust & Psychological Safety? *

Communication & Visibility - How well people understand what’s going on and what to do without you in the room.

Rating scale:

1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

24.) I communicate at the right altitude – my team hears the “why” and “so what,” not just raw detail. *

25.) My leaders are rarely confused about current priorities or “what’s changed.” *

26.) I don’t rely on hallway conversations; major decisions are captured and shared. *

27.) I use a small, consistent set of channels (e.g., weekly email, leadership meeting, dashboard) so people know where to look. *

28.) I make sure wins and progress are visible so the team sees where we’re moving and what’s working. *

Perception check:

1 = Not confident, 2 = Slightly confident, 3 = Somewhat confident, 4 = Very confident, 5 = Extremely confident

30.) How confident are you that your direct reports would rate you a 4 or 5 on Communication & Visibility? *

Optional support

Would you like help interpreting your results and deciding what to focus on over the next 90 days?

Yes – I’d like a free 15‑minute Executive Leadership Diagnostic Call with Alex to review my scorecard and talk through next steps.

Not right now – I’ll review my results on my own for now.