A Financial Reporting
Question 01
How do you currently track your business finances?
1 I check my bank balance when something feels off — that's about it.
2 I have a basic spreadsheet or bookkeeping tool but don't review it consistently.
3 I review finances monthly but don't have a structured reporting process.
4 I read a P&L regularly and track a few key metrics, but my projections are loose.
5 I have a monthly reporting rhythm, clear KPIs, and a 90-day cash flow projection.
Question 02
If someone asked you right now which part of your business is most profitable, how confident would you be in your answer?
1 I'd be guessing — I don't have visibility into profit by service or revenue stream.
2 I have a general sense but couldn't back it up with numbers.
3 I'm fairly confident but haven't done a formal breakdown in a while.
4 I know which areas perform best and review this periodically.
5 Very confident — I track revenue and margin by service line and use it to make decisions.
Question 03
How far ahead can you see your financial position with confidence?
1 I'm focused on right now — looking ahead feels impossible with everything on my plate.
2 Maybe a few weeks — I can see what's coming in but not much beyond that.
3 About a month out, roughly. It's more gut than data.
4 I can project two to three months with reasonable accuracy.
5 I have a rolling 90-day projection I update regularly and use to guide decisions.
B Decision Bottleneck
Question 04
If you stepped away from your business for 30 days, what would happen?
1 Everything would stop. Nothing moves without me.
2 Most things would stall. A few basics would continue.
3 Some things would run but key decisions would pile up waiting for me.
4 Most operations would continue with some check-ins from me needed.
5 The business would run. My team has the authority and criteria to keep things moving.
Question 05
How much of your weekly time is spent doing work that only you can do — versus work that someone else could handle?
1 Almost all of it. I'm involved in everything because there's no one else or no system to hand off to.
2 The majority. I know I should delegate more but haven't built the process.
3 It's probably 50/50. Some things are handed off but plenty still lands on me unnecessarily.
4 Most of my time is on high-value work but I still have recurring tasks I haven't let go of.
5 I protect my time for strategic work. Operational tasks have clear owners who aren't me.
Question 06
When someone on your team (or a contractor) has a question or needs a decision made, what typically happens?
1 They wait for me. I'm the answer to most questions.
2 They usually come to me first and I try to redirect when I can.
3 It depends — some things they handle, others always come to me.
4 Most decisions are handled without me. Bigger calls still come to me.
5 They have documented criteria for most decisions and rarely need to escalate.
C Operational Rhythm
Question 07
How would you describe your typical week in the business?
1 Reactive. I deal with what's in front of me and rarely get to proactive work.
2 Mostly reactive with occasional windows for planning when things quiet down.
3 A mix. I have some structure but crises regularly knock me off course.
4 Mostly intentional with some reactive moments. I protect strategic time most weeks.
5 I operate with a consistent weekly rhythm. Reactive moments don't derail the plan.
Question 08
Do you have defined priorities for what you're working toward in the next 90 days?
1 No. I know what I need to do generally but haven't defined a specific 90-day focus.
2 I have a list of things I want to accomplish but it's long and loosely defined.
3 I have some priorities but they're not clearly sequenced or tied to specific outcomes.
4 I have three to five priorities for the quarter with some accountability built in.
5 Yes — clear priorities, defined outcomes, a mid-quarter check-in, and a way to measure progress.
Question 09
When something goes wrong in your business — a missed deadline, a client issue, an unexpected cost — what typically follows?
1 I put out the fire and move on. There's no time to build systems to prevent it next time.
2 I try to address the root cause but it often happens again.
3 Sometimes I build a fix, sometimes I just handle it and keep going.
4 I usually identify what caused it and put something in place to prevent a repeat.
5 Issues get a root-cause review and a documented process update. We build as we go.
Question 10
Honestly — how often do you feel like you're working on your business versus just working in it?
1 Almost never. I'm in execution mode constantly and rarely lift my head up.
2 Occasionally — usually when something forces me to stop and think.
3 Sometimes. I carve out strategic time but not consistently enough.
4 Regularly. I have dedicated time most weeks to work on strategy and structure.
5 It's built into my rhythm. Working on the business is a non-negotiable, not a bonus.
Answer all 10 questions to see your results.
Please answer all 10 questions before submitting.
