Business Organizational Checkup | Coeur d'Alene, ID

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- News & Press Releases
- Events Calendar
Blog
Support
Contact Us
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Business Organization Checkup

There are 20 questions to this quiz. Please click the one radio button that best describes your business for each question. Your score will be given at the end and a copy emailed to you. HAVE FUN!!!

1. We have a clear vision in writing that has been communicated and is understood by all in the company?

20% there. Need help with vision, communication and how to get all understanding. 40% there. Have a vision, not in writing, has not been communicated and is not understood by all in the company. 60% there. Have vision, in writing, has not been communicated and is not understood by all in the company 80% there. We have a vision, in writing, has been communicated, but is not understood by the whole company 100% there. We have a solid vision, the vision is in writing, it has been communicated and everyone in the company knows the vision and has a copy.

2. Our core values are clear, and we a hire, review, reward and fire around them?

20% there. Need help with creating core values, we don’t hire, review, reward, or fire around them. 40% there. We understand what core values are, they are written, not understood by all, we don't hire, review, reward or fire using them. 60% there. We have Core values, they are written, they are clear and reviewed often, but not understood by all in the company. We don't hire, review, reward or fire using them. 80% there. We have Core Values, they are clear and reviewed often, they are written and understood by all the company. We don't hire, review, reward of fire using them. 100% there. We have Core Values, they are clear and reviewed often, they are written and understood by all the company. We use them in our hiring, employee review, employee review and firing processes.

3. Our core business direction is clear, and we keep our people, systems and processes aligned and focused on it?

20% there. Our Core business direction is in our heads, changes often, our people move with our direction, but we see signs of frustration. Our systems and processes are tweaked with our new direction and focus. 40% there. Our Core business direction is written but changes often with market and opportunity. Our people move with our direction, but we see signs of frustration. Our systems and processes are tweaked with our new direction and focus. 60% there. Our Core business direction is written, we stay on course for about 60 to 90 days. Our leadership and key staff have knowledge of change with minimum input. Our systems and processes are tweaked with our new direction and focus. 80% there. Our Core business direction is written, we stay on course with quarterly reviews that focus on our core business focus. We do not make major changes during the quarter. Our leadership and staff are aware and have input. We seldom tweak our systems because they are designed to help us focus. 100% there. Our Core business direction is written, we stay on course with quarterly, weekly, quarterly, and annual issues meetings. We work to improve our systems and processes excel past Core business goals. Our entire company is aware of our status and has important input to issues and progress.

4. We have a 10 year / long range business goal that is understood by all in the company and communicated regularly?

20% there. We do not have long range business goals written or otherwise. 40% there. We have long range goals that are written never reviewed because we move with the market to make money. Our directions are loosely communicated as directives to leadership but seldom get to the rank and file. 60% there. We have long range goals that are written and reviewed with leadership. Long range goals seldom make it to a full year. They are communicated by leadership to the rank and file as directives. There is little input from middle management nor rank and file into this direction. 80% there. We have long range goals that are written and reviewed with leadership and communicated to rank and file on quarterly and annual basis. The goals are discussed quarterly with input from select cross department teams. Middle management has significant input into direction. All in the company understand the long-range goals. 100% there. We have long range goals, written and reviewed with leadership and communicated to rank and file on quarterly and annual basis. The goals are discussed quarterly with input from select cross department teams that receive input from the rank and file. Middle management and the department teams have significant input into direction. All in the company understand the long-range goals and systems and processes work to engage and improve the ability to meet goals at every level and time span.

5. Our target market is clear, and all marketing and sales efforts are focused on it?

20% there. We constantly move with the market(s) to go where the money is flowing. We have many markets and demographics that we focus on and our marketing and sales efforts focus on current market and direction. 40% there. We have identified some target markets. We often move with the market(s) to go where the money is flowing. Our marketing and sales efforts focus more on current market and direction than our described target markets. 60% there. We have identified target markets and focus on them. We do take lots of business from others markets as well which slows our marketing and sales efforts as new material and processes are needed. 80% there. We have specific target markets with defined demographics that we focus on. Our marketing, sales material and business processes are designed to serve these markets. 100% there. We have specific target markets with defined demographics that we focus on. Our marketing, sales material and business processes are designed to serve these markets and all our processes and material are focused on our 3 main business differentiators.

6. Our 3 main business differentiators are clear, understood, and our marketing and sales efforts communicate them?

20% there. We have differentiators, they are not specific but rather created for different sales. They are clear for that sale. Marketing gives us material but tends to be more fluff than real. Our salespeople use their talents and process to sell. 40% there. We have at least 1 or 2 differentiators that are created by sales. They are clear for that sale. Our marketing material has a couple of differentiators that normally don't fit right with what we are selling. Our sales department develops material as needed. 60% there. We have 3 specific and clear differentiators that create uniqueness for our company. Our marketing communicates them and gives sales access to the library. Some of the sales department seeks the information but they are not understood and used by marketing or sales. 80% there. We have 3 specific and clear differentiators that create uniqueness for our company. Our marketing communicates them and gives sales access to the library where they are. Sales and marketing understand them and know where they are. The differentiators are used in most sales. 100% there. We have 3 specific and clear differentiators that create uniqueness for our company. Our marketing communicates them and gives sales access to the library where they are. Sales and marketing understand them and know where they are. Sales and marketing use them consistently and mold their sales approaches around them.

7. We have a proven process for doing business with our customers. It has been named, is visually illustrated, and our sales people use it?

20% there. We have processes that we use, and often change as circumstance requires. Every deal is kind of unique. Our processes are based on our technology and ability, they often do not mirror the way customers buy. The processes have names but change frequently. We do not have our processes visually illustrated, and our salespeople complain about how hard it is to do business with us and struggle with consistency in sales. 40% there. We have some proven processes, but others are created to make the deal happen. Our processes are based on our technology and ability and often do not mirror the way a customer buys. All our processes have names, the proven processes are understood and used most of the time. No processes are visually illustrated. Our sales people often create their rendition of our processes and are inconsistent in sales because we don’t have a process. 60% there. We have some proven processes for most of our business, very few are created to make a deal happen. Our processes normally fit the way the customer buys. All our processes have names, all processes are understood and used most of the time. The proven processes are visually illustrated. Our salespeople use the company illustrated processes and create their own rendition of the others. 80% there. We have mostly proven processes for all the business we do. Processes needed for special circumstances are designed by marketing for use in special circumstances. We seek input from our customers regularly so that our processes match the way most of the industry does business. All our processes have names, all processes are understood and used all the time, they are visually illustrated. Our salespeople use the company illustrated processes for all deals and work very closely with marketing to create slight exceptions. 100% there. All our processes are proven, named, and illustrated. Each process goes through sales and customer review to ensure it meets the way most of the industry does business. Special circumstances are rare and approached with mentoring about ways their business would run better using our process. We build trust in helping them with that change.

8. All of our people fit our culture and share our core values?

20% there. We have not really defined our culture. We have not determined specific core values. 40% there. We have a culture defined as work hard, help each other, nothing real specific, core values are implied in the company, I.E. Be good to each other, work hard. 60% there. We have a culture defined by core values that are written. Most of the company does not know what they are. Core values are something we put on our website, not really shared as a mission or value statement. 80% there. We have a culture defined by core values that are written. Most of the company knows what they are. They are shared on social media, are part of our company presentations and are part of employee onboarding. 100% there. We have a culture defined by core values that are written. They are shared by all and reviewed often. We use them as the foundation of our culture and in our hiring, reviewing, rewarding, and firing processes.

9. Our organizational chart includes roles/responsibilities, is clear, complete, and constantly updated?

20% there. We have a high-level organization chart, lists names in a hierarchy and is not complete nor updated. 40% there. We have a high level organization chart. We work to keep it updated but it just lists names in an heirachy and is not really complete. 60% there. We have an organization chart that has some roles and responsibilities defined. We work to keep it updated, it has the roles of C-Level and Directors listed with vague responsibilities that aren't clear to all. 80% there. We have an accountability chart that has the roles of all the departments to the employee level and responsibilities assigned to C-Level and department heads. There are some employee level responsibilities given but not all, the chart is updated regularly and is clear for the areas that are completed. 100% there. We have a organization chart that has the roles of all the departments to the employee level and responsibilites assigned to all levels. The chart is updated as changes are made in responsibilities, the chart is clear, understood and used as a foundational document in our culture.

10. Everyone is in the right job. They get what they must do, they want to do the job, and they have the capacity to do their jobs well?

20% there. We are focused on getting the job done. There is always some discontent with people. We have remediation training for those who continually make mistakes. We don't really have a way to measure our people or our culture. The paycheck is a prime purpose of many workers, and we often learn after someone is hired that there are special circumstances that affect their capacity to do the job. 40% there. We are focused on getting the job done, that is our culture and we need our people to step up to the mission. We interview for the jobs and often hire based on relationships or background. The capacity to do a job we interviewed for is based on certificates and background, we don't dive into personal circumstance to determine actual capacity. 60% there. We have core values that we follow somewhat. The core values are expressed while hiring and we check references to know if they have the skills and performance capabilities. Personal capacity information is touched on, but not the center or our interviews. 80% there. Core values are the foundation of finding the Right Person for the job. We check references to ensure they have the skills and experience. We ask detailed questions concerning the capacity required, mentally, physically, emotionally. We have measurement in place for everyone and every position. 100% there. Core values are the foundation of finding the Right Person for the job. We check references to ensure they have the skills and experience. We asked detailed questions concerning the capacity required, mentally, physically, emotionally. We have measurement in place for everyone and every position. We review people regularly to ensure satisfaction levels and use their input as part of our direction and culture. All our employees Get it, Want It and have the capacity to do the job.

11. Everyone in the company has 1-5 priorities per quarter and is measured on them?

20% there. Sales and management have goals and priorities, but they are mostly team goals. Other than quotas there are no specific responsibilities that are tracked and measured for the managers and employees. 40% there. Each department has quarterly goals that they focus and are measured on. The departmental goals do not always link to the overall vision, direction, and annual goals of the company. Some of the departments have specific priorities, but they normally limited to managers only, and they are measured on them. 60% there. Each department has quarterly goals that they focus and are measured on. The departmental goals are tied to the overall vision, direction, and annual goals of the company. Specific priorities are measured on a quarterly basis with department heads and key employees in the organization. 80% there. Each department has quarterly goals that they focus and are measured on. The departmental are tied to the overall vision, direction, and annual goals of the company. Specific priorities are measured on a quarterly basis with everyone in the organization responsible for at least priority. 100% there. Each department has quarterly goals that they focus and are measured on. The departmental are tied to the overall vision, direction, and annual goals of the company. Specific priorities are measured on a quarterly basis with everyone in the organization responsible for at least priority and has at least one goal for the quarter they are measured and interviewed on.

12. Every department is engaged in weekly meetings. They follow the same agenda, they have a designated day, and they start and stop on time?

20% there. Not all departments hold meetings. The agendas are set by the departments and differ from department to department. There is no real set day, just when they can be fitted in, there is a start time, but it rarely starts on time, but not really a stop time. Most of the time the meetings are hashing over the same issues as the last meeting. 40% there. All departments hold regular meetings. The agendas are set by the departments and differ from department to department. There is a set day, there is a start time, and most start on time, but not really a stop time. Most meetings are hashing over the same issues as the last meeting. 60% there. All departments hold weekly meetings. We all share a common agenda format. There is a set day, there is a start time, and all start on time, but not really a stop time. The meeting is mostly issue based but tend to go to tangents easily. 80% there. All departments hold weekly meetings. We all share a common agenda format. There is a set day, there is a start time, and all start on time, and all stop on time. Issues are prioritized, recorded with to-dos in the next 7 seven days and communicated. Tangents are at a minimum. 100% there. All departments hold weekly meetings. We all share a common agenda format. There is a set day, there is a start time, and all start on time, and all stop on time. Issues are prioritized, recorded with to-dos in the next 7 seven days and communicated. There are no tangents is the meeting and issues resolution is recorded and communicated through a collaborative document.

13. Each meeting devotes the majority of time to clearly idenitifying, discussing and solving issues for the long-term good of the company?

20% there. Meetings are not consistent and often too far apart to remember the issues. There are always new HOT issues we are dealing with. Most of our time is spent is reviewing to-dos from the last meeting with very few if any having been done. Seldom if ever is there an issue really resolved. 40% there. We have monthly meetings. Most of our time is spent in reviewing to-dos from the last meeting with few if having been done. There are always new HOT issues we are dealing with; priority is set by the department head. Seldom if ever is there an issue really resolved. 60% there. We have bi-weekly meetings. Most of our time is spent in reviewing to-dos from the last meeting with about 50% in work mode. There are always new HOT issues we are dealing with, and they become the priority set by the department head. Some issues are resolved in the meeting, they are mostly temporary fixes. 80% there. We have weekly meetings. They are on the same day, at the same time. They have a specific time limit. To-dos are reviewed based on prioritized issues from the previous week. Each section of the agenda is timed, leaving most of the meeting to Identify, Discuss and Solve prioritized issues. To-do review is given 2 minutes and is about what was done. Items not completed are either reassigned or dropped to the issues list for more discussion. At least 75% of the to-do’s are completed weekly. Hot issues are prioritized by the meeting attendees. Issues that are resolved in the meeting are for the long term. 100% there. We have weekly meetings. They are on the same day, at the same time. They have a specific time limit. To-dos are reviewed based on prioritized issues from the previous week. Each agenda item is timed. Most of the meeting is used to Identify, Discuss and Solve prioritized issues. To-do review is given 2 minutes and is about what was done. Items not completed are either reassigned or dropped to the issues list for more discussion. At least 90% of the to-do’s are completed weekly. Issues are prioritized by attendees. Issues that are for the long term. Some issues are moved out to a quarterly review and then prioritized.

14. Our Core Business Processes are documented, simplified, and followed by all to consistently produce the results we want?

20% there. Our Core Business Processes are implied and passed down. Some processes are documented but are so long and complex, no one really follows them. The processes change a lot and are not followed by all. Our results differ from project to project. 40% there. Some of our Core Business Processes are recorded, most are implied and passed down. Processes that are documented are long and complex, few really follow them. There is some consistency is the results we are looking for. 60% there. Many of our Core Business Processes are recorded, some are implied and passed down. The processes that are documented are long and complex, some really follow them. The processes don't change that much, and most can follow them. There is some consistency is the results we are looking for. 80% there. Most of our Core Business Processes are recorded, very few are implied and passed down. The processes that are documented are short, precise, and easy to follow, most follow them, and we see a lot of consistency in the results we are looking for. 100% there. All our Core Business Processes are recorded and followed. The processes that are documented are short, precise, and easy to follow, we have a name for our operations manual and it is our way of doing business. We have excellent consistency in the results we are looking for.

15. We have systems for receiving regular feedback from customers and employees, we always know their level of satisfaction?

20% there. Ears on the streets are our salespeople and our HR department sends out an annual survey for employee satisfaction. 40% there. We do a semi-annual customer survey to review customer satisfaction and a semi-annual survey for our employees. We do have an issues box for employees that is reviewed quarterly and a satisfaction section on our website for customers to report issues. 60% there. We have a quarterly business review live with all our customers and salespeople where issues and satisfaction are specifically address. A customer and employee satisfaction website for input where levels of frustration are measured. Hot issues are replied to in a specified time frame. 80% there. Customer and employee satisfaction items are reviewed weekly on the issues meeting as prioritized. We have a quarterly business review with all our customers and salespeople, issues and satisfaction are specifically address. A customer and employee satisfaction website for input with levels of frustration are measured. Hot issues are replied to in a specified time frame. 100% there. Customer and employee satisfaction items are reviewed weekly on the issues meeting and are prioritized. We have a quarterly business review, live with all our customers and salespeople where issues and satisfaction are specifically address. Customer and employee satisfaction website input with levels of frustration measured. Hot issues are replied to in a specified. time. Customer and employee satisfaction is consistently measured, and score carded every quarter.

16. A Scorecard for tracking weekly metrics and measurables is in place?

20% there. We have a tracking system, not really a scorecard in place for sales and production. The metrics coincide with the quarterly or annual sales goals. 40% there. We have a scorecard for our major departments but not really individuals. The scores are based on quarterly sales and production goals and are reviewed quarterly.

60% there. We have a scorecard for our major departments and their managers personal goals, but not individual employees. The scores are based on quarterly sales and production goals and are reviewed monthly. 80% there. We a have scorecard for our all departments, managers, and individual employees. The scores are based on key performance indicators to better drive the business. The score cards are reviewed in our weekly timed meeting. 100% there. We a have scorecard for our all departments, managers, and individual employees. The scores are based on key performance indicators to better drive the business. The score cards are reviewed in our weekly timed meeting. Employees are recognized for their progress and achievement.

17. Everyone in the organization has at least one number they are accountable for keeping on track each week?

20% there. We track progress on a quarterly, semi-annual, or annual basis. Leadership and management have numbers they are accountable for along with the salespeople and their quotas. Beyond that, there is no formal metric or tracking going on. 40% there. We track progress on a quarterly, basis. Leadership and management have numbers they are accountable for along with the salespeople and their quotas. Some departments have metrics and measurements they have created, but no requirement to report. 60% there. We track progress monthly. Leadership and management have numbers they are accountable for, along with the salespeople and their quotas. All departments have metrics and measurements they have created to coincide with company objectives and report them monthly. 80% there. We track progress on a weekly basis through our scorecards. Leadership, management, and key employees have at least number they are accountable for. All departments have metrics and measurements they have created to coincide with company objectives and report them monthly. 100% there. We track progress on a weekly basis through our scorecards. Leadership, management, and all employees have at least one number they are accountable for. All departments have metrics and measurements they have created to coincide with company objectives and report them monthly.

18. We have a budget and are monitoring it regularly?

20% there. We have a budget that is dictated by owners and leadership and is monitored at least every 6 months by departments. 40% there. We have a budget that is built by owners and leadership and is monitored at least every quarter by departments. 60% there. We have a budget with input from leadership, department heads and management that helps meet the specifics for production needs. The budget is monitored monthly with reports quarterly. 80% there. We have a budget with input from leadership, department heads and management that helps meet the specifics production needs. The budget is monitored monthly with reports monthly. 100% there. We have a budget with input from leadership, department heads and management. The budget is monitored on a weekly basis with reports bi-weekly.

19. We have technology that meets our goals, objectives, and culture, and we feel like Business drives our technology, instead of the technology forcing our workflows and culture?

20% there. Technology drives how we do things. We learn and become quite fluent in applications and processes. We have become very change resistant. How we do things really dictates our culture. 40% there. We have a balance of business and technology driving the company. Our workflows are still more technology based. We learn and become quite fluent in applications and processes. We look at ways to use technology to meet our goals and customize somewhat to meet our expectations. 60% there. We have a balance of business and technology driving the company. Our workflows are more culture and operations based with technology helping to automate. We look at ways to use technology to meet our goals and customize often to meet our expectations. 80% there. We have business leading and driving our company. Our workflows are more culture and operations based with technology helping to automate. We look at ways to use technology to meet our goals and customize regularly to meet our expectations. 100% there. We have business leading and driving our company. Our workflows are more culture and operations based with technology helping to automate. We use technology to help meet our goals and are very particular before we endorse any technology.

20. Our leadership team is open and honest, and demonstrates a high level of trust?

20% there. Our company is run by an owner. All final decisions are by the owner. Managers and workers follow direction to get the job done. Ownership is honest but not really open with circumstances. There is quite a bit of micromanagement, the owner complains about how being swamped all the time.

40% there. Our company is run by an owner with little input from managers. All final decisions are by the owner. Managers and workers follow direction to get the job done. Ownership is honest but not really open with circumstances. Micromanagement is the theme with the owner and managers. Ownership complains about how being swamped all the time

60% there. Our company is run by ownership with input from managers. Final decisions are made with manager input. Managers and workers follow direction to get the job done. Ownership is honest and somewhat open with circumstances. Employees are given tasks and allowed to work through them with management help as needed. Ownership shares some of the burden but still has too much to do.

80% there. Our company is run by a leadership team of ownership and department heads. Final decisions are made by the leadership team with input from managers and key employees. The leadership is open and demonstrates trust in managers and key employees.

100% there. Our company is run by a leadership team of ownership and department heads. All department leads, managers and employees have input to issues and decisions. Final decisions are made by the leadership team with input from department managers employees. The leadership is open and demonstrates high levels trust in managers and employees.

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