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Last reviewed September 2026

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Ready for EOS? A 15-question honesty check

Fifteen statements across the Six Key Components™, answered Never to Always, score how close your company is to getting real value from EOS® right now. It takes about three minutes, and nothing leaves the page unless you ask for a copy.

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01

What this checks, and what it does not

This is our own instrument, not the official EOS Organizational Checkup, and it will not match one if you have taken both. It scores fifteen statements across vision, people, data, issues, process and traction, then names the two components dragging your score down and a first move for each, so you leave with something to do rather than just a number.

1. Everyone on the leadership team can say where the company is going in one sentence, and it is the same sentence.
2. This year's goals are written down, and the team looks at them more often than once a year.
3. Leadership agrees on what the company will not do, not just what it will.
4. Every seat has one owner, and everyone knows who owns what.
5. You would rehire, with relief, everyone who reports to you.
6. Underperformance gets dealt with inside a quarter rather than tolerated for years.
7. The leadership team sees the same handful of numbers every week.
8. Most of those numbers tell you what is about to happen, not what already did.
9. Problems get named out loud in meetings, including the awkward ones.
10. When you solve a problem, it stays solved.
11. Your core ways of working are written down somewhere a new hire could actually find.
12. The company would run for two weeks without the owner answering questions.
13. Quarterly priorities exist, each has an owner, and most get done.
14. The leadership team meets weekly at the same time, and the meeting is worth attending.
15. Meetings end with to-dos that are done by the next meeting.

0 of 15 answered

02

Reading your result honestly

A low score is not a verdict on the company; it is a description of this week. The number moves fastest when a leader answers about the team as it actually behaves rather than how the team is supposed to behave, so a candid low score is more useful here than an optimistic high one.

Watch for the gap between your own answer and how a colleague would answer the same statement. If the leadership team scores this separately and compares, the spread between the highest and lowest answer on any one statement usually says more than the total does.

The two weakest components are not a ranking of what matters most to the business; they are just the two furthest from where the rest of your answers sit. Fixing one often moves the other, since Data and Traction in particular tend to rise together.

Start with a real question

Not sure what your result means for you?

Send us your score and your two weakest components. We will tell you honestly whether self-implementing, an implementer, or fixing the basics first is the right next move.

A person reads every one.

Talk it through

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