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Time Size (Segmentation Ques)

Wie viele Teammitglieder haben Sie, einschließlich der Teilzeitkräfte und Mitarbeiter in Niederlassungen oder Außenstellen?*

Keine
1 bis 10
10 bis 25
25 und mehr

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ZEIT

Available values for Topic 2

Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.

Wie beurteilen Sie Ihre Fähigkeit, sich auf das Wachstum Ihres Unternehmens zu konzentrieren?*

Ich bin so gestresst, dass ich kaum an Wachstum denken kann
Ich versuche, mich auf das Wachstum zu konzentrieren, aber ich bin zu sehr mit dem Tagesgeschäft beschäftigt
Ich nehme mir ab und zu etwas Zeit, aber es ist unregelmäßig
Ich habe die richtige Balance zwischen operativer, konzeptioneller und strategischer Arbeit, die unserem Unternehmen hilft zu wachsen

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Verfügen Sie über die richtigen Systeme und Prozesse, damit Ihr Unternehmen effizient läuft?*

Wir tun einfach, was nötig ist. Generell haben wir keine Prozesse und arbeiten auf Zuruf
Ich weiß, wie die Dinge laufen sollten, aber es ist in meinem Kopf, nicht schriftlich festgehalten
Ich habe zwar einige Systeme und Prozesse, aber sie könnten besser sein
Ich habe die richtigen Systeme und Verfahren, damit das Geschäft reibungslos läuft

Dieses Feld ist erforderlich.

Setzen Sie sich Ziele und erreichen Sie diese innerhalb eines akzeptablen Zeitrahmens?*

ich setze mir überhaupt keine Ziele
Manchmal erreiche ich sie, manchmal nicht
Ich erreiche fast immer klare Ziele
Meistens erreiche ich sie

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TEAM

Available values for Topic 3

Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.

Wie beurteilen Sie die Führung Ihres Teams?*

Ich versuche, alles selbst zu machen
Ich finde es oft frustrierend, dass ich ständig Aufgaben beaufsichtigen muß
Mein Team arbeitet gut, braucht aber etwas Anleitung
Mein Team führt das Geschäft effizient und braucht nur wenig Aufsicht

Dieses Feld ist erforderlich.

Wie empfinden Sie Ihre Teamkultur im Moment?*

Ich denke, wir haben nicht wirklich eine
Sie ist nicht großartig, aber wir kommen zurecht - meistens
Es ist fast so, wie ich es mir wünsche, aber es könnte hier und da besser sein
Ich liebe unsere Kultur und das Team liebt sie auch

Dieses Feld ist erforderlich.

Wie gut ist sich Ihr Team über Ziele, Prioritäten und die Mission im Klaren?*

Nicht sehr, wir haben nichts schriftlich festgehalten
Könnte besser sein, es ist nicht viel aufgeschrieben und kein Fokus darauf
OK, schriftliche Vision/Mission, aber nicht viel Fokus darauf
Sehr klar - alles ist schriftlich festgehalten und die Teammitglieder sind dadurch motiviert

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Was halten Sie davon, in Zukunft ein Team zu leiten?*

Ich würde wahrscheinlich frustriert sein und es am Ende selbst schneller machen
Ich mache mir Sorgen wegen der erforderlichen ständigen Überwachung
Ich fühle mich gut, aber ich muss lernen, wie ich das Beste aus ihnen herausholen kann
Ich würde es lieben, wenn mein Team das Geschäft führen könnte und es noch besser machen würde als ich!

Dieses Feld ist erforderlich.

Was halten Sie davon, Ihr Team jetzt zu vergrößern?*

Ich weiß nicht, ob ich das will
Ziemlich entmutigend
OK, aber unklar, wen wir brauchen oder was die nächsten Schritte sind
Fühlen Sie sich großartig und wissen Sie, wen wir als nächstes brauchen

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Was braucht es Ihrer Meinung nach, um die richtigen Teammitglieder zu haben?*

Eine vollständige Überarbeitung des Unternehmens
Eine Menge großer Veränderungen
Einige Änderungen erforderlich
Etwas Klarheit und Zuversicht bei der Wahl der nächsten Person

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GELD

Available values for Topic 4

Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.

Haben Sie das Gefühl, dass Ihre Gewinne in einem angemessenen Verhältnis zu dem Aufwand und der Anstrengung stehen, die Sie bis jetzt investiert haben?*

Ich bin noch nicht einmal annähernd da, wo ich sein möchte
Ich bin frustriert über die geringen Gewinne im Vergleich zum Aufwand
Stabil, aber es könnte viel besser sein
Solide und übertrifft die Branchennormen, so dass wir neue Chancen ergreifen können

Dieses Feld ist erforderlich.

Wie gut sind Sie derzeit mit den finanziellen Angelegenheiten Ihres Unternehmens vertraut?*

Nicht gut, was mich manchmal stressen kann
Ich habe eine gewisse Vorstellung, aber das ist manchmal eine Herausforderung
Ich habe ein allgemeines Verständnis, aber ich würde es gerne verbessern
Ich habe Klarheit über alle wichtigen Zahlen und die Finanzen sind absolut solide

Dieses Feld ist erforderlich.

EXIT

Available values for Topic 5

Simply count the total number of values someone can possibly achieve. Include all questions from this topic into one score.

Wissen Sie, wie Ihr Unternehmen aussehen wird, wenn es auf dem Höhepunkt seiner Leistungsfähigkeit ist?*

Ich bin mir nicht sicher, ich habe noch nie darüber nachgedacht
Einige Ideen, aber nichts Konkretes
Ja, aber ich bin mir nicht sicher, wie ich es erreichen kann
Ja, wir haben einen klaren Plan, um die Richtung für die nächsten Jahre vorzugeben

Dieses Feld ist erforderlich.

Was würden Sie davon halten, Ihr Unternehmen in den nächsten Jahren zu verkaufen?*

Ich möchte mein Unternehmen nicht verkaufen
Ich habe noch viel zu tun, bevor ich seinen potenziellen Wert erhalte
Ich weiß, was zu tun ist, aber ich weiß nicht, wie
Großartig! Das Unternehmen ist systematisiert, läuft ohne mich, ist verkaufs- bzw. übergabebereit

Dieses Feld ist erforderlich.

Segmentation

Wie wichtig ist es für Sie, Ihr Unternehmen auf die nächste Wachstumsstufe zu bringen?*

Mir geht es gut, so wie es ist
Im Moment nicht sehr wichtig
Es ist wichtig für mich
Sehr wichtig für mich, ich muss etwas unternehmen

Dieses Feld ist erforderlich.

Würden Sie sich als offen dafür betrachten, neue Möglichkeiten kennenzulernen?*

Nein
Eventuell
Ja, ich denke schon
Definitiv!

Dieses Feld ist erforderlich.

Final Details

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Identify the lowest topic number

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Topic 2 Gap

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Topic 2 Yes Most Important

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Topic 3 Yes Most Important

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Topic 4 Yes Most Important

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Topic 5 Yes Most Important

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Topic 2 Key Area of Improvement

ZEITThere are several angles to time management. It could be that you want to personally work less hours, or perhaps you want to increase your productivity and that of your business.Keep in mind which of these you particularly want to improve and focus on that. In fact, focus and avoiding distractions are the keys to time efficiency, so let’s start there.What’s your main focus? Prioritisation is vital - what’s your main goal? You probably have lots of different goals, but which is the most important this year, this month, this week, today - and in the next hour?If you find that difficult to state - imagine how confused your team is? Everyone needs to know their key priority and to be able to achieve it. There’s a great book called “The One Thing” by author Garry Keller - it’s worth reading or listening to and applying what it teaches, which is to start with a long list of priorities and narrow it down to The One Thing you MUST get done.Remember that if you’re the business owner, you need to focus on doing business owner work, not employee work. There is a difference. You’re there to set the long-term strategy and vision and bring everyone along.Decisiveness - Making decisions Are you decisive or a procrastinator? If you have to think about that, you’re probably not decisive!In my experience, the speed at which a business can grow is determined largely by it’s leader’s ability to make good decisions quickly. A lot of people think you can either make a quick decision or a good decision and that it has to be one or the other. Not true!Make a list of the criteria on which a decision has to be made: It could be the price, the time, certain benefits, etc. Then consider at least three alternatives and score each one against your criteria. The highest score wins! You’ll soon find yourself making great decisions, quickly.Default Diary You probably haven’t heard of a Default Diary, it’s a concept that our clients and their teams all tell us has changed their lives. I realise that’s a big claim!A default diary is all about creating an outline of your typical week and allocating short, fixed times that you will spend on specific important activities by default. If something gets in the way one week it's not a big problem, as long as most weeks you follow the default.For example, you might allocate;<ul><li>An hour to update your Key Performance Indicators (KPIs)</li><li>15 minutes to review your quarterly goals to keep you on track</li><li>Two hours to make follow-up calls</li><li>An hour to proactively call key customers because they’ll appreciate a quick check-in</li></ul>It’s all about shifting your focus to the Important, rather than the Urgent.Don’t Do… Delegate! Everyone I ask already knows “I really need to delegate more…”. The key difference is that consistently successful people DO IT instead of just knowing it.In fact, coaching is essentially helping business owners to actually DO what they already know they should do, that being;<ul><li>Having a clear vision and sharing it</li><li>Setting clear goals</li><li>Having a business plan</li><li>Delegating everything except true leadership work</li></ul>Knowing and doing are often worlds apart. Reflect and change what you spend time on and you’ll truly experience a positive shift.Quick sprints A great way to get more done is to use quick sprints. In Michael Heppell’s excellent book, Seventeen, he explains the concept of using 17-minute sprints to get things done.When you only have a limited amount of time, it’s amazing how much you can accomplish. It hit home for me when Michael explained “You know when you’re at work and you’re going on holiday tomorrow… you get absolutely everything done and delegate everything else… achieving in an afternoon what you failed to do in the whole week… So imagine every day that you’re going away tomorrow. Nothing can be left until tomorrow - do it or delegate it. You’ll be amazed at how much you can achieve with this mindset.”

Topic 3 Key Area of Improvement

TEAMWhen it comes to getting the best out of your team, I know of no better tool than the Seven Keys to a Winning Team. Here it is with more detail. Apply it, or even parts of it, and you’ll see a definite change in your team and their results.In a single word, the first key to a winning team is leadership. A strong leader is one who demonstrates integrity and competence. He or she is someone who people trust. Strong leaders also have developed the communication skills to enroll and inspire others to understand and embrace their vision.It is apparent that for a team to win, they need strong leadership. For your business or department to win, it needs a strong leader. As I coach business owners and management teams, I feel that this is the number one issue that we address.Do you have a clear vision for your business or department? The second key for a winning team is to have a common goal. To win the game as a team, it is essential for everyone to share a clearly defined target, and it is the responsibility of the leader to effectively communicate that goal to the team.In the Action Coach world, we speak of the importance of 'Destination Mastery'. A winning team will have a clear common goal and plan of action to achieve it.The effectiveness of a strong goal is more in what it DOES rather than what it IS. Many people hesitate to set powerful, challenging goals because of a fear of failure. This fear is based on the false belief that the team must respond in disappointment if a goal is not completely realized by the allotted time frame.The way to defuse this fear is to logically take it apart. If a common goal brings the team together, gets the team focused, and improves overall performance and team spirit, then why should the team choose disappointment just because they fall short of complete attainment of the goal by a certain deadline?The leader needs to encourage the team to instead celebrate the progress and learning that has been attained, followed by the establishment of a new goal.The focus should be the progress and the learning and the adjustments that need to be made based on current results. Bigger dreams and goals create better questions, which lead to superior decisions, actions, and results.So, as a strong leader, the challenge is to get with your team, and set a strong, common goal to bring you together.The third key for winning is to know the rules of the game. Can you imagine trying to win a game if you didn’t know the rules? Often employees lack motivation and productivity because the expectations are unclear.Do your employees know the company core values? Have you invested time in defining core values and communicating the company culture to every team member?Once you have a strong leader that has the respect of the team, and a common goal to shoot for, then it is time to define the playing field. Most people have an inherent resistance to rules. Basically, no one likes to be told by someone else what they can and cannot do. It feels like an infringement on their personal identity and freedom. So, with that challenge in mind, let’s talk rules of the game.If you put rules in the context of a game, they take on a different feel and value. The rules in a game define the game.A game with no rules is mayhem, and certainly not too much fun. The rules in a game define how you win, how you succeed, and communicate the appropriate relationship between the team members - their roles and functions defined.So, if you think that defining rules of the game is difficult, consider instead how difficult it is to run a business without doing so.The fourth key to a winning team is to have a written action plan. Great ideas, an inspiring vision, and even a happy workplace doesn’t automatically produce results. Results come from taking action. Each team member needs to know daily who is supposed to do what by when.You can have a strong leader with a common goal and great, clearly defined rules, but with no action, nothing happens.Procrastination is the enemy of all progress and learning, and it is rooted in fear. Fear is a paralyzing emotion or expectation about negative outcomes.The antidote and cure for fear is action.For the action to be most effective, it should be preceded by some organized thought and planning.Very simply stated, a great action plan has three components - WHO does WHAT by WHEN. That is it. If you are clear on the goal and the rules, then organize your plan into logical steps, and delegate each step to the right team member. Assign an accountability and deadline, and you are ready to go.The fifth key for producing a winning team is to support risk taking. For people to maximize their potential, they need to try new things, even make mistakes! The only people who don’t make mistakes are those who never try anything new.Winning teams will always be willing to stretch their limits. As long as you have defined the rules of the game, the team should be encouraged to innovate within those defined boundaries.To maximize the potential of every team member, the leader and organization must support risk taking. What does that mean?It means that fear of mistakes and failure must go. It means that we always solicit and welcome multiple solutions to challenges.It means that right brain, creative thinking is encouraged, and that new ideas and changes are welcomed and rewarded.It means that good is never good enough, and that continuous improvement, innovation, and experimentation are a fundamental part of the culture.Do these concepts and ideas scare you? They don’t need to. In fact, rejecting these concepts is truly riskier to the stability of the business or department. A refusal to try new things and make mistakes is a recipe for business and team failure.The sixth key to a winning team is 100% involvement and inclusion. Each member must know that they are accepted by the team, and each member must also choose to participate 100%. Those who are not fully engaged pull down the team’s performance.100% participation creates powerful team synergy.The challenge is to REQUIRE 100% participation from your team. Some of you know that you have team members that need to radically change or leave. Jim Collins, author of “Good to Great”, was asked how to decide if a person should be kept on a team or if they should be asked to leave. He said it is a simple two question test:1 - If the person left today for a better job somewhere else, would you be glad or sad?2 - If this person applied for a job with your organization today, knowing what you know about them, would you hire them?The answers to those questions provide a clear insight into the action that needs to take place. 100% involvement means that each team member is totally committed to the team and its success. In practical terms, the team member shows up for the game, on time, consistently, ready to perform.Each and every member is willing to do what they can do to support the leader and every other member. 100% inclusion means every member of the team is committed to accepting and supporting every single member of team - no member left behind or excluded.In other words, the team is lean and mean. It is tight - every member fully engaged and included.Finally, the seventh key to a winning team is continuous improvement. Whatever you and your team learnt, and whatever skills you developed to get you to this point, will not be enough to get you to the next level, either as a business or individually.It’s important that every team member has a personal development plan and an action plan for learning.It’s also good to encourage every team member to keep a record of their learning – the books they read, the courses they complete, all their learning achievements. This way they see the progress and gain further motivation.Consider creating a “learning log”, ie a list of books to read and ticking them off, courses attended, webinars attended, online learning and anything else like this. Add things to do, then let each person tick them off when completed.This also adds a lot more substance to an annual or bi-annual appraisal when there’s some evidence of learning – or indeed if there isn’t!

Topic 4 Key Area of Improvement

GELDIt’s said that “numbers are the language of business”. So you need to know your numbers.We refer to the most important numbers that you need to know and track as the Key Performance Indicators, or KPIs. It’s a common term, Google it if you want to deep-dive on this.There are KPIs and there are Killer KPIs. The latter are those which are so important that your business will literally die if the numbers are too far off track. The key one of these is cash. You can be making a healthy profit on paper, yet go out of business because you run out of cash! So a cash flow forecast is one of those important KPI-tracking tools you need to use.Just as in a car we rely on a dashboard to give us an indication of how everything is going at a glance, you need a business dashboard to show you everything in one place and know at a glance if all is OK - or not - so you can take action.Graphs showing trends are much more effective in a dashboard than pure numbers that show a snapshot in time. Have your team create a dashboard and each department should update a section - Finance, sales, marketing, Operations, HR… and have the key KPIs from those flow into a top-level dashboard.Accept no excuses, create this dashboard and drive your business from it.Often you can look at top-level numbers and they hide the true information that’s beneath. For example, many businesses see their revenue or profit margin as a single number. This is an average and hides what’s actually happening.If you were to break that number down - divide it into, say, five product categories or five geographic regions or whatever else makes sense in your business - you would see vital information.One of those five is the worst performer! Fix it or cut it out! One of those five is the best performer… put more focus on it or see what you can learn to apply to the others.

Topic 5 Key Area of Improvement

EXITWhen we speak to most business owners they don’t have a plan for when their business will be finished. We don’t mean finished in a bad way, we mean when will it be at a stage when it’s working on automatic like a well-oiled machine.Let me give you a different example. Imagine you’re building a house, but you don’t have a plan for how it will look when it’s finished.You tell the architect “Just build me a lounge, kitchen, bathroom and a couple of bedrooms and let’s see how it goes. If it goes well, I might add some more bedroom and maybe a second floor.”.Can you imagine what it would be like to work on that project. No blueprint, no idea when the project will be finished, no idea how many people will be required, what materials are needed… chaos! Yet people build businesses like this every day!With no plan for where it’s going or how long it will take.Whether you want to be able to sell your business, or to put in a manager and be able to work as little as you choose or not at all… you’ll do far better with a plan and timescale. We’ve seen that a business can go from wherever it currently is to sale or working without the owner in three to five years.Yet with no such plan, it just keeps on going and going, whether it’s growing or not, with no particular urgency.Until something forces urgency - whether that be market conditions such as a recession, the threat of new technology or working habits or, unfortunately, ill health.We regularly work with business owners to help them create a plan and know when the business can work without them.You’d be amazed at how quickly things reach the goal when there’s a clear plan and a timescale.When will your business building be finished?

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Topic 2 %

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Overall Total Number

Add in ALL questions below. This will simply add up all questions and give a total number of points for all.

Overall Current Percentage

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E.g. Total of 6 questions is 4x6 = "24". Total of 8 questions is 4x8 = "32". etc

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Key Area(s) of Improvement Title

Key Focus

Time 25-50%

Time 50-75%

Time 75%+

Team 25-50%

Team 50-75%

Team 75%+

Money 25-50%

Money 50-75%

Money 75%+

Exit 25-50%

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Legacy Goals 100%