Organizational Checkup

It is taken before the first session and repeated at least annually, so a team sees movement rather than a snapshot. EOS Worldwide reports that companies typically start somewhere in the thirties or forties. Low answers point at the component the next quarter should work on, and disagreement between leaders becomes an issue for the list.

Self-assessment is easy to dismiss, and the number on its own means little. What makes it useful is the comparison between people. When the chief executive scores the company at seventy and the operations lead scores it at thirty-five, the gap is the finding, and it is a more productive conversation than either score alone.

Worked example: At a plastics fabricator, five leaders scored the company separately. The average came out at fifty-one, which nobody found interesting. The finance director had put the data component at two out of ten while everybody else put it at seven or eight. He was the only person who had ever tried to reconcile the weekly numbers against the accounts.

Sources: Traction, Gino Wickman, chapter on the Six Key Components™; organizationalcheckup.com