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.
●     describe what it feels like to work for your organization.
●     should parrot what your customers say about you when asked “Why do you do business with them?”
●     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?
Edit

Your vision statement is an internally focused commitment to staff and all internal stakeholders that describes:
●     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

3

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 helps identify and document:
●     the objectives you want to fulfill in the near term.
●     the tactics most appropriate for achieving them.
●     the milestones for measuring progress.
●     ensuring staff don’t get 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?
Edit

Your marketing plans identify and document:
●     the benefits of doing business with you.
●     target markets and their value.
●     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?
Edit

Goals and responsibilities are the best way to eliminate job descriptions and ensure:
●     responsibility is balanced with relevant authority.
●     workloads are realistic and achievable.
●     accountability.
●     create objective measures for rewarding your best.

Does your organization have Goals and Responsibilities (G&R) that are written, not in someone’s head?
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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 and can:
●     show how individual efforts help the organization deliver on its mission and pursue its vision while guided by its values.
●     connect individual activities to sales, profits, and customer satisfaction.
●     demonstrate how individual contributions connect directly to achieving company goals.
●     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?
Edit
Are your organization's Systems and Structure (S&S) clearly and accurately understood?
Edit
Are your organization's Systems and Structure (S&S) shared with the appropriate people at the appropriate times?
Edit
Are your organization's Systems and Structure (S&S) embraced, modeled, and used by leadership and staff?
Edit

8

Does your organization have Communication Plans that are written, not in someone’s head?
Edit
Are your organization's Communication Plans clearly and accurately understood?
Edit
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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