Welcome to the EOS Organizational Checkup.

We have a Clear Vision in writing that has been properly communicated and shared by everyone.

• No Clear Vision.
• Semi-Clear Vision shared by some.
• Clear Vision in writing shared by some.
• Clear Vision in writing shared by most.
• Clear Vision in writing shared by all.

Our Core Values are clear, and we are hiring, reviewing, rewarding, and firing around them.

• We do not have Core Values.
• We have Core Values, but they are not clear or communicated.
• We have clear Core Values, but we do not use them to hire, review, reward or fire our people.
• We have clear Core Values, and are using them to some degree to hire, review, reward and fire our people.
• We have clear Core Values, and we use them to hire, review, reward and fire our people.

Our Core Business is clear, and our systems and processes reflect that.

• Our Core Business is not clear.
• Our Core Business is somewhat clear.
• Our Core Business is clear, but our systems and processes do not reflect that.
• Our Core Business is clear, our systems OR process reflect that, but not both.
• Our Core Business is clear, and all of our systems and processes reflect that.

Our 10-Year Target is clear and has been communicated to everyone.

• We have no future target.
• We have a semi-clear future target.
• We have a future target, but it has not been communicated.
• We have a future target and it has been communicated to some.
• Our future target is clear and communicated to everyone.

Our Target Market is clear, and our sales and marketing efforts are focused on it.

• We have no clear Target Market.
• We have a semi-clear Target Market.
• We have a clear Target Market, but our sales and marketing efforts are not focused on it.
• We have a clear Target Market and our sales are marketing efforts are somewhat focused on it.
• We have a clear Target Market and our sales and marketing efforts are focused on it.

Our Differentiators are clear, and all of our sales and marketing efforts communicate them.

• Our Differentiators are not clear.
• Our Differentiators are semi-clear.
• Our Differentiators are clear, but our sales and marketing efforts don't communicate them.
• Our Differentiators are clear, and our sales and marketing efforts communicate them sometimes.
• We have clear Differentiators and our sales and marketing efforts communicate them.

We have a Proven Process for doing business with our customers. It has been named, visually illustrated and everyone is adhering to it.

• We have no Proven Process.
• We have a Process, its not Proven.
• We have a Proven Process, but it's not named, illustrated or adhered to.
• We have a Proven Process, its named and illustrated, but not adhered to.
• We have a named, visually illustrated, adhered to Proven Process.

All of the people in our organization are the right people, sharing our core values and fitting our culture.

• Less than 70% of our people are the right people.
• 70%+ of our people are the right people.
• 80%+ of our people are the right people.
• 90%+ of our people are the right people.
• All our people are the right people.

Our Accountability Chart (organizational chart of roles and responsibilities) is clear, complete, and constantly updated.

• We have no Organizational Chart or Accountability Chart.
• We have an Organizational Chart but not an Accountability Chart.
• We have an Accountability Chart, but its not clear, complete nor up to date.
• Our Accountability Chart is clear, but needs to be updated.
• Our Accountability Chart is clear, complete and up to date.

Everyone is in the Right Seat.

• Less than 70% are in the Right Seat.
• 70%+ are in the Right Seat.
• 80%+ are in the Right Seat.
• 90%+ are in the Right Seat.
• Every one is in the Right Seat.

Our Leadership Team is open and honest, and demonstrates a high level of trust.

• Our Leadership Team is not open or honest and has a low level of trust.
• Our Leadership Team is somewhat open and honest, but has a low level of trust.
• Our Leadership Team is mostly open and honest and demonstrates some level of trust.
• Our Leadership Team is mostly open and honest and demonstrates a high level of trust.
• Our Leadership Team is open and honest, and demonstrates a high level of trust.

Everyone has Rocks and is focused on them (3 to 7 priorities per quarter).

• We have no Rocks.
• Some of our people have Rocks, but are not focused on completing them.
• Some of our people have Rocks and are somewhat focused on completing them.
• Most of our people have Rocks and are focused on completing them.
• Everyone has Rocks and are focused on completing them.

Everyone is engaged in regular weekly meetings.

• We have no regular weekly meetings
• Most of our people are not engaged in regular weekly meetings.
• Some of our people are engaged in regular weekly meetings.
• Most of our people are engaged in regular weekly meetings.
• Everyone is engaged in regular weekly meetings.

All meetings are on the same day and at the same time each week, have the same printed agenda, start on time, and end on time.

• We have no regular meetings.
• We have some regular meetings but no agenda.
• We have some regular meetings with a printed agenda.
• All meetings are same day/time/agenda, but don't start or end on time.
• All meetings are same day/time/agenda and start and end on time.

All teams clearly identify, discuss, and solve key issues for the greater good and the long term.

• No key issues are identified/discussed/solved.
• Some teams identify and discuss key issues, but don't solve them.
• Some teams identify and discuss key issues, but don't solve them for the greater good and long term.
• Some teams identify, discuss and solve key issues for the greater good and long term.
• All teams clearly identify, discuss and solve key issues for the greater good and long term.

Our systems and processes are documented, understood, and followed by all.

• Our systems and processes are not documented.
• A few of our systems and processes are documented.
• Our systems and processes are documented, but not understood nor followed by all.
• Our systems and processes are documented and understood, but not followed by all.
• Our systems and processes are documented, understood and followed by all.

We have a system for receiving regular customer and employee feedback, and we know their level of satisfaction.

• We have no feedback systems in place to measure employee or customer satisfaction.
• We receive some feedback from employees and/or customers, but it is not systemized.
• We have designed feedback systems for employees and/or customers, but have not implemented them.
• We have a feedback system in place, for employees and customers, but don't truly know their satisfaction level.
• We have a feedback system in place for employees and customers and know their satisfaction level.

A Scorecard for weekly metrics and measurables is in place.

• We have no Scorecard.
• We monitor some numbers but they aren't weekly measurables.
• We have a Scorecard to track some weekly measurables.
• We have a Scorecard and track weekly measurables consistently, but don't feel we have a real pulse on our business yet.
• We have a Scorecard, track weekly measurables consistently and have a real pulse on our business.

Everyone in the organization is accountable to hit at least one number that defines their success.

• No one in the organization has a number.
• A few people in the organization have a number.
• Some people in the organization have a number.
• Most people in the organization have a number.
• Everyone in the organization has a number.

We have a budget and are monitoring it regularly (e.g., monthly or quarterly).

• We have no budget.
• We are monitoring some expenses.
• We have some revenue and expense projections, and compare them to actual numbers.
• We have a budget with forecasted and actual revenue and expenses, but we aren't monitoring it regularly as a team.
• We have a budget and monitor it regularly as a team.

Where should we send your results?