Growth Driver Diagnostic Instrument

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Step 1 of 8

12%

Full Name*

First Last

Email*

Company Name*

Approximate date you started at this company (the first time):*

MM slash DD slash YYYY

Title*

Approximate start date for the position you currently occupy*

MM slash DD slash YYYY

Department Name*

Name of the person to whom you report*

In this box, please tell us if you feel like you know all leadership well, or if not, any subset of leadership you are more familiar with. Example answers might be, “I know all leadership,” or “I know the operations side leadership best,” or “ I don’t interact with the c-suite much, but I know most all VPs and Directors in our North American operation.”*

Section 1

Management at all levels are active participants in learning and career development which is fostered and supported by the company.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

People in management are thoughtful about how they lead depending on the leadership stage: Leading one way during brainstorming/visioning, leading with a different style when aligning the team, and still differently during the execution phase.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

In the past 12 months, the company enjoys a high retention rate for all those it wishes to retain.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The company receives high employee engagement scores on a consistent basis. (Choose "Don't Know" if you don't survey)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Teams at all levels of the organization would say their team has great teamwork.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

"Fire drills" where urgent priorities pop up and management jumps to the rescue are very rare. Fire drills can be complete surprises, or chronic conditions that create friction requiring management attention when the underlying problem could have been fixed once and for all.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The company's gross margin and net margin are steady or move in a predictable pattern during the year within a predictable range, absent COVID.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The growth of all functional areas (or departments) move in tandem, and these departmental expansions are generally planned. Deliberate, planned growth, balancing the departmental load. Example: As sales grows, operations grows alongside it. Other examples: Marketing vs. Sales. Engineering vs. Production. Overall growth vs. HR or accounting.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

There is strong alignment between the goals of the owners, the goals of the company, of management, and the goals of each department.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our ANNUAL, COMPANY LEVEL SALES AND PROFIT forecasts are fairly accurate and we are rarely surprised by the company's performance. (Choose zero if you don't have written annual forecasts)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Managers are very collaborative, often choosing to work as a team and sharing ideas, often without requiring direction from "their boss."*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Usually when our management collaborates and works as a team, better decisions are made versus when managers work on their own.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

When the environment or circumstances change, management is very nimble: they can reassess the situation, communicate then make fast adjustments.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

When management is ready to execute a new initiative, the management team and all involved employees at all levels are typically significantly bought in.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

When in execution mode of an initiative, we are known for fast AND excellent execution.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Prospects, by the time they talk to our sales team, know what we do.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our brand in the marketplace is consistent and strong.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our sales team has a strong lead conversion to customer rate.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our customers feel well informed about us and are rarely surprised by what we deliver.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

In the past 3 years, we have grown our sales team headcount successfully.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

When we do a post-mortem on a new initiative, rarely do we find incorrect assumptions were made at launch. "We should have known...." We should have double checked X and Y," "We didn't realize that......" If you don't do post-mortems in your company, put 0.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Rarely do we discover mid-stream that an initiative was ill-advised and it stalls out, or we must do re-work or dump the project.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Regular, ongoing surveying (see examples below), unrelated to a specific initiative, regularly reveals or confirms valuable information, including needs or opportunities which trigger actions/new initiatives. Examples are ISO reviews, customer surveys, competitive assessments, employee surveys, salary and benefits surveys, etc. If you don't do much surveying, put a low score.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We discover market needs and opportunities before our competition does.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

In launching new initiatives, we rarely worry/flip-flop or second-guess ourselves (without cause), rethinking it repeatedly as the intiative unfolds.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Over the past two years, our customers and prospects have shown strong demand for what we offer AND are happy to pay prices that generate good margins for us.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our customers perceive our products/services are significantly differentiated from our competitors. To a great degree, the market believes we are their only option to get what we deliver.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Looking back over the past three years, our company has had continuous sales growth, year in and year out. Leave out any one specific region/initiative that may have failed.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Growth prospects for the products/service areas we have already are obvious and have plenty of room for future growth of the company. We aren't under financial or external pressure to find new opportunities/markets/products/services for our company:*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Over the past 3 years, at least one strategic growth initiative has succeeded, producing for the company at least 5% revenue growth. A strategic growth initiative could be a company acquisition, moving into a new industry or big new geography, a very different new product, or a partnership with another company.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Over the course of several years, the company's gross margin and net margin are steady or move in a predictable pattern within a predictable range.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Please SKIP this question

No answer is required.

Don't Know

Most managers would say it is fun and fulfilling to be a leader in this company, when looking back over the prior year on average.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The products/services we deliver every day are of excellent quality and are delivered on time.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our customers give us high customer satisfaction scores. (Choose "Don't Know" if you don't survey)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The DAY TO DAY production of our product or delivery of our service is done efficiently and on budget. We run a tight ship.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our FRONT LINE employees actively work toward continuous improvement.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our FRONT LINE employees have strong pride in what they do and how they do it.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

You are at the halfway point for this diagnostic.

If you are feeling fatigued, you can save your work and continue at a later time by clicking on the "Save and Continue Later" option below. Clicking on that button will save your answers and give you a link to return to complete this diagnostic at another time from any computer. You will also have the option to have the link sent to your email.

It’s your option, but we’d rather you use this option than answer less thoughtfully. Your answers are very important! Every answer is counted.

Section 2

This second section of the diagnostic asks leaders to think about their firms in three separate layers of tasks/time horizons.

The highest, most abstract level is the Navigate layer, where we are mostly asking about long term marketplace and competitive strategy. The other layers are the “organize” layer, which asks more about operational management (shorter term, more internally focused). The last layer is the “work” layer, where employees get the products and services made and delivered every day: think front line workers.

Click on the image below to watch a 2 minute video explanation on layers of tasks/time horizons. Video will open in a new tab.

Navigate Layer

The questions on this page should be answered with the navigate layer in mind, where long term corporate and market strategy is determined. At this layer, leaders aren't focused on ensuring the business is well-run--that's the organize layer. This focus is making sure the company is in the right business--not only today but five years in the future. FOR THESE QUESTIONS, YOU MAY END UP THINKING JUST ABOUT THE SENIOR LEADERSHIP TEAM, who is typically more focused on this layer of work.

When the appropriate members of management plan or discuss strategy, we always keep in mind our PLANNED POSITION IN THE MARKETPLACE for three or more years in the future.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Each year we update our future org-chart, looking at our management needs three year's hence and identifying gaps, then take SOME actions to address those gaps through hiring and internal development.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have a written succession plan FOR ALL MANAGEMENT ROLES, detailing who will step in if/when needed AND are actively taking steps to make succession more successful.*

Not written? Subtract 1 point from your answer.

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The executive management team (those who report to the CEO) have studied/are trained and highly skilled in FORMAL corporate strategy formation and planning. Examples include: Portfolio strategy, Porter's 5 Forces, Core Competence, Game Theory, Adaptability, etc.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have outsiders like consultants or experienced outside board members involved in our mid to long term strategic planning work.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our long term strategic planning process is separate and distinct process from our annual-focused operations planning process. Having a long term plan is not a planning process. The fact that the first year portion of the long term plan becomes the operating plan is good, and should not "hurt" your score.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

For all initiatives of any significant scale (above $50K, 2 months duration), we write up a plan (a business case) that outlines what we plan to do, how we will do it, what we expect it will cost and what results we will get.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our long term strategic planning process has named team members, and produces a written plan with actionable recommendations.*

Not written? Subtract 1 point from your answer.

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our long term strategic planning process meets quarterly to present written status updates.*

Not written? Subtract 1 point from your answer.

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our mission and vision is written up crisply and completely (for internal use) in clear terms that senior leaders use to assess if any new strategies fit within that vision and mission.*

Not written? Subtract 1 point from your answer.

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our strategy-focused leaders meet monthly or more to develop a written plan about how to tackle certain possible initiatives.*

Not written? Subtract 1 point from your answer.

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We review and analyze our value proposition, differentiation from competitors and brand positioning at least every two years.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have a written business model document that articulates the rationale of how our organization creates, delivers and captures value.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We only entertain strategic growth initiatives if they align with our vision. A strategic growth initiative could be a company acquisition, moving into a new industry or big new geography, a very different new product, or a partnership with another company.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The assumptions underlying new proposed initiatives are carefully validated by research and data. We do our homework carefully before we pull the trigger.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Key ongoing assumptions that underly the business or initiative are listed, are re-validated on a planned, recurring basis. Ex: Lowest priced, newest technology, best economies of scale, uniqueness of solution, etc.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have a written, repeating process that we use to monitor relevant trends, employee inputs, competitors, customers & economic conditions.*

Not written? Subtract 1 point from your answer.

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Organize Layer

The questions on this page should be answered with the organize layer in mind. Think of the business building work and higher-level organization often done by middle and upper management. They create the budget and the business plan, decide to add IT tools like MRP, ERP, CRM. While they don't actually make products or services full time or most of the time, they watch over the work layer that does, and they are supposed to make it easier and more dependable because of their efforts.

In your regular monthly/quarterly management meetings, the focus is mostly 6-18 months ahead.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Management prefers/prioritizes "working on the business" far more than they prefer handling daily urgencies and "fires," or actually lending a hand to their direct reports to "get the work done."*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We manage to plan, meaning the main focus and test of our success is hitting or exceeding our plan/target/forecast for any KPI (not just financial). (not last year's results).*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Management is good at delegating tasks to their teams so they can focus on higher level projects/thinking.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Management develops direct reports' skills and talents in a regular, thoughtful, dedicated manner.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The management team likes management process and discipline: things like planning, performance reviews, KPIs and analysis of results, so long as they are useful.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Each month, managers refer back to their business plan to keep their focus on the critical things they included in that plan.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Managers share their plan with direct reports and engage them in hitting plan.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Managers regard missing plan as a failure (regardless of last year's numbers) and feel accountable to their peers to deliver promised results.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

As a management team, there are a) clear & accepted metrics/KPIs as well as b) clear and accepted priorities for initiatives.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The management team meets monthly to review each leader's KPIs and progress on key projects.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

All members of management share their results monthly with direct reports as well as peers.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Members of management often work collaboratively to solve problems, help each other.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our salespeople are trained in our own written, proven, best-practices sales process and techniques.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our lead-creation system (often done in marketing) is well-balanced with our lead conversion system (often done by sales).*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our sales managers actively coach, train and oversee salespeople assigned to them.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

At least a few leaders are actively looking for strategic growth initiatives. A strategic growth initiative could be a company acquisition, moving into a new industry or big new geography, a very different new product, or a partnership with another company.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Data collection: We have strong, current and scalable automated data collection (IT systems) in place and working--things like ERPs, MRPs, CRMs, HRIS, utilization data, etc.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Opinion collection: We have ongoing processes for collecting other people's perspectives on us and the business environment (customers, employees, vendors, partners, etc.)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have created rating/ scoring guides/grids which we use to measure performance in more subjective areas, i.e. employee performance, client project excellence, adherence to values)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our recruiting consistently delivers the caliber of talent we need at every level of our organization.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have developed a strong employer brand where many candidates for our most common positions have heard of us and are excited to be interviewing.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Work Layer

The questions on this page should be answered with the work layer in mind. Think daily activities in sales, accounting, factory, R&D, consulting, HR --every department.

The team that is responsible for day to day execution keeps their focus between day one and four weeks ahead.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Supervisors and their direct managers have been trained in management and supervision best practices.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Supervisors and their direct managers know how to do the work their direct reports do-they could fill in for missing people if need be.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Supervisors and their direct managers actively mentor and train the team.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Managers resist doing the work themselves, knowing that their contribution will be bigger if they focus on management and supervision.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have adopted efficient methodologies and adhere to them; they are accepted (i.e. lean, work-flow processes)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The productivity of people/teams and other key workplace throughput stats (or utilization) are widely visible.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

The goals for day to day work are clear and accepted.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

These day to day work-teams meet weekly for sure, and some have quick daily meetings.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Information flows freely between all people and departments as we strive to get all the work done on time and correctly.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

People involved in the day to day have ad-hoc meetings all the time to figure out challenges and keep the work flowing.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Admission of problems with work-flow or results is encouraged and is always met with support from team members and a can-do attitude.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our marketing communications are systematic, regular, and targeted by audience.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our sales process moves as fast or faster than the prospect expects, and is efficient and effective.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Our whole team uses technologies like CRMs, marketing automation (like Pardot) to optimize lead conversion.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Live data systems monitor daily activity (not financial) and reports are available immediately, often through digitally displayed dashboards. (Like FedEx and package movement/delivery)*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

All levels of employees see digital readouts of daily activity they are involved in.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

We have an ongoing system to collect information from front-line employees and the customer and vendor staff that interact with us as we do our daily work.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Everyone in our firm who participates in the hiring process is well-trained and uses our company’s written hiring & interviewing process.*

4 - Absolutely True

3 - Primarily True

2 - Half True/Half False

1 - Primarily False

0 - Completely False

Don't Know

Section 3

You are beginning Section 3 of this diagnostic, the final questions.

As you answer these questions, please think about the organization as a whole. In prior questions, we were asking about specific results or specific practices. Now we’re asking about blockers—conditions that you believe are holding back your organization from reaching its full potential in the shortest possible time frame.