This is our Leader Productivity Assessment and it will help you quickly gauge your productivity as a leader. What does this mean? It means you can use this assessment to determine if you are performing some common tasks that all leaders need to keep on their radar if they are to remain productive and focused on the scaling of their organizations. We all need a checkup!

Once you take the assessment, you will be sent a Leader Productivity Score automatically over email from 0% to 100%. You will also be sent a range of definitions as to what the score means once you take it. To take the assessment, simply read each positive statement below, and grade your own organization’s assessment for that particular statement on a scale from 1 to 5, with 1 being ‘not true at all’ and 5 being ‘definitely true.’ Your score will be sent to you over email automatically after you submit the form at the bottom.

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1. As a leader, I regularly ensure our services are delivered with high perceived value by focusing on timeliness, clarity, and client feedback.
2. As a leader, we discuss our core organizational values at least weekly in team meetings. I believe in these values personally, and the team knows them clearly.
3. As a leader, I follow the same work protocols and policies as my team, holding myself accountable to the processes and standards that help our organization excel.
4. As a leader, I consistently demonstrate and speak about the importance of exceptional client/customer service through my actions and words.
5. As a leader, I take in learning outside of my profession or industry (at least annually) that challenges me beyond the things I know now about leading and growing a organization.
6. As a leader, I actively identify and develop new service offerings annually, pricing them at premium rates that reflect their proprietary value.
7. We establish clear, upfront pricing that reflects the high value of our work, requiring client agreement before service delivery begins.
8. As a leader, we have budget line items and spend our money on investments in growth, such as conferences, new learning, and new skills.
9. As a leader, I regularly support team members when they struggle by helping them understand challenges and define solutions.
10. As a leader, I seek to create cash savings to protect the organization from future risks of economic downturns, team disruptions, and unforeseen compliance requirements. I take a reasonable salary and do not run personal expenses through the organization.
11. As a leader, I will set aside my own daily work priorities to help the team with their priorities, when needed. Though I do not cater to the team’s whims, it is my priority to help them be successful and move their work forward.
12. As a leader, I am decisive about the decisions I make. After making decisions, I do not undo them or spend emotional or mental energy wondering if I should have made the decision. I make decisions for the organization and then move on.
13. As a leader, I plan for the future by being courageous in the growth moves we make. Though I avoid undue risk, at least annually I push the envelope in decisions made that are courageous and help me fight my own fear.
14. As a leader, I have set up calendar rhythms with the whole team where I am regularly speaking about the future of the organization, where I think we are headed as a organization, and that I believe the future is always more hopeful.
15. As a leader, I use creative methods (surveys, meetings, annual addresses) to engage the team in discussions about our organization’s future growth
16. As a leader, we regularly assess our growth goals through team feedback, surveys, and collaborative After Action Reviews to improve what isn’t working.
17. As a leader, I have a systematic approach to monitoring work delivery quality for both myself and my team, intervening to help when challenges arise.
18. As a leader, I conduct quarterly check-ins with team members to address where they’re stuck professionally or culturally, and provide coaching.
19. As a leader, I focus on our own metrics and profitability. I make sure the financial records are in order and reviewed at least monthly. As the organization grows larger, I begin developing summarizing metrics to view financials from a strategic perspective.
20. As a leader, I review the accountability chart, or Org chart of the organization at least quarterly to make sure the roles allow for the most optimal flow of work through the organization. I will restructure the team when it is necessary to create the most productivity.