Since you've found this page, I'll assume you've read Businesses don’t fail, they commit suicide, or at least skimmed it. And that you understand the concepts of organizational maturity, the arc of success, and the 3P's, a.k.a. operational imperatives.
As you now know, well-conceived businesses don’t fail. Failure of a well-conceived business is always due to a failure of leadership.
The significance of this Index Scorecard survey is its ability to measure the clarity of purpose, consistency of performance, and engagement of people within your organization with keen accuracy and minimal investments of time. Most people complete the survey in 5-10 minutes.
After completing this survey, you’ll have a list of your firm's three weakest Index indicators ranked by relative strength (among your eight indicators) from weakest to strongest. Efforts to strengthen your business and develop profitable sustainability should always begin with one of your three weakest indicators.

Your values statements are the bricks you build your company's culture with.
• They are litmus tests for answers to difficult questions.
• They describe what it feels like to work for your organization.
• They should parrot what your customers say about you when asked “Why do you do business with them?”
• They often reflect the core beliefs of the founders.

Does your organization have Values Statements that are written, not in someone’s head?
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Are your organization's Values Statements clearly and accurately understood?
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Are your organization's Values Statements shared with the appropriate people at the appropriate times?
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Are your organization's Values Statements embraced, modeled, and used by leadership and staff?
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Your vision statement is an internally focused commitment to staff and all internal stakeholders that describes your long-term goals and gives meaning to your existence in the future.
• Something big you want your organization to accomplish.
• How your organization will be perceived by others in the future.
• A ‘better place’ destination every member of the organization can emotionally embrace and contribute to achieving.
• Something to be striving for that’s bigger than one individual, especially in tough times.

Does your organization have a Vision Statement that is written, not in someone’s head?
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Is your organization's Vision Statement clearly and accurately understood?
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Is your organization's Vision Statement shared with the appropriate people at the appropriate times?
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Is your organization's Vision Statement embraced, modeled, and used by leadership and staff?
Edit

Your mission statement is an externally focused commitment to prospects and customers that answers their question “What’s in it for me?””
• The markets being served.
• The value being delivered.
• How that value is delivered to those markets.

Does your organization have a Mission Statement that is written, not in someone’s head?
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Is your organization's Mission Statement clearly and accurately understood?
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Is your organization's Mission Statement shared with the appropriate people at the appropriate times?
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Is your organization's Mission Statement embraced, modeled, and used by leadership and staff?
Edit

Your business plan is your short-term operational roadmap and should include certain specific details.
• The near-term business objectives you want to fulfill.
• The tactics most appropriate for achieving them.
• The milestones for measuring progress.
• Accountability mechanisms to ensure no one gets lost or sidetracked in their pursuit.

Does your organization have a Business Plan that is written, not in someone’s head?
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Is your organization's Business Plan clearly and accurately understood?
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Is your organization's Business Plan shared with the appropriate people at the appropriate times?
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Is your organization's Business Plan embraced, modeled, and used by leadership and staff?
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Your marketing plans are your short-term selling roadmaps for each product/service group you offer and should include certain specific details.
• Each groups’ objectively defined target market(s).
• The benefits of doing business with you.
• The tactics most appropriate for reaching them.
• Your competition.

Does your organization have Marketing Plan(s) that are written, not in someone’s head?
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Are your organization's Marketing Plan(s) clearly and accurately understood?
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Are your organization's Marketing Plan(s) shared with the appropriate people at the appropriate times?
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Are your organization's Marketing Plan(s) embraced, modeled, and used by leadership and staff?
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Goals and responsibilities (G&R) replace job descriptions as the vehicle for building a positive, productive, healthy workforce.
• They ensure responsibility is balanced with relevant authority.
• They ensure workloads are realistic and achievable.
• They create self-enforcing accountability.
• They provide objective measures of above-and-beyond excellence.

Does your organization have Goals and Responsibilities (G&R) that are written, not in someone’s head?
Edit
Are your organization's Goals and Responsibilities (G&R) clearly and accurately understood?
Edit
Are your organization's Goals and Responsibilities (G&R) shared with the appropriate people at the appropriate times?
Edit
Are your organization's Goals and Responsibilities (G&R) embraced, modeled, and used by leadership and staff?
Edit

Documented systems and structure describe how data and work products are created, evolve, and flow through your organization.
• They show how individual efforts help the organization deliver on its mission and pursue its vision while guided by its values.
• They connect individual activities to sales, profits, and customer satisfaction.
• They demonstrate how individual contributions connect directly to achieving company goals.
• They create a sense of participation in the success of something bigger than themselves.

Does your organization have Systems and Structure (S&S) that are written, not in someone’s head?
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Are your organization's Systems and Structure (S&S) clearly and accurately understood?
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Are your organization's Systems and Structure (S&S) shared with the appropriate people at the appropriate times?
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Are your organization's Systems and Structure (S&S) embraced, modeled, and used by leadership and staff?
Edit

Communication plans provide the light for people to proceed when confronted with concerns or uncertainty.
• They improve the quality of strategic planning by reducing the distance between senior management and clients.
• They ensure timely access to relevant information reducing resistance to act.
• They ensure information is available to the right people at the right time.
• The provide access and ability to share information with ease and confidence.

Does your organization have Communication Plans that are written, not in someone’s head?
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Are your organization's Communication Plans clearly and accurately understood?
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Are your organization's Communication Plans shared with the appropriate people at the appropriate times?
Edit
Are your organization's Communication Plans embraced, modeled, and used by leadership and staff?
Edit

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The unique circumstances of each business must be considered when determining which indicator to begin with. Investing in immediate needs versus long-term goals is always a balancing act.
Focusing on one of these three weakest indicators will have the most immediate value by reducing distractions and relieving time pressures.
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