First Name
First Name
Email
*
Email
Your Role
Your Role
Founder / Owner
Executive / Senior LEader
Operations / Systems Lead
Consultant / Advisor
Other
No elements found. Consider changing the search query.
List is empty.
Your Role
Organization Size
Solo / Small Team (1-5)
Growing Team (6-25)
Established Organization (26-100)
Large Organization (100+)
No elements found. Consider changing the search query.
List is empty.
Organization Size (Optional but Useful)
SECTION A - PEOPLE DEPENDENCE
A1. If one specific person were unavailable, parts of our operation would stall.
*
1
2
3
4
5
A2. Critical knowledge lives in people’s heads rather than in shared systems or documentation.
*
1
2
3
4
5
A3. We rely on informal workarounds to keep things moving.
*
1
2
3
4
5
A4. Ownership and handoffs between roles are unclear or inconsistent.
*
1
2
3
4
5
A5. The system works largely because people “step in” when something breaks.
*
1
2
3
4
5
SECTION B - DECISION STRUCTURE
B1. Decisions regularly bottleneck with the same person or small group.
*
1
2
3
4
5
B2. Meetings exist primarily to compensate for unclear decision ownership.
*
1
2
3
4
5
B3. People hesitate to act because decision rights are unclear.
*
1
2
3
4
5
B4. Decisions that should be routine require escalation.
*
1
2
3
4
5
B5. Progress slows when leaders are unavailable.
*
1
2
3
4
5
SECTION C - LEADERSHIP LOAD
C1. Leaders carry responsibilities the system should absorb.
*
1
2
3
4
5
C2. Leadership is frequently pulled into operational issues.
*
1
2
3
4
5
C3. Leaders feel responsible for keeping things from falling apart.
*
1
2
3
4
5
C4. When leaders step back, performance drops.
*
1
2
3
4
5
C5. The organization depends on leadership presence to function smoothly.
*
1
2
3
4
5
SECTION D - STRUCTURE VS. TOOLS
D1. Tools or automation were added before roles and processes were clear.
*
1
2
3
4
5
D2. We have tools that technically work but add complexity.
*
1
2
3
4
5
D3. Automation sometimes increases confusion instead of reducing it.
*
1
2
3
4
5
D4. Processes vary depending on who is involved.
*
1
2
3
4
5
D5. Adding more tools feels risky rather than relieving.
*
1
2
3
4
5
SECTION E - SUSTAINED STRAIN
E1. The system feels stable only as long as people continue compensating.
*
1
2
3
4
5
E2. Changes (growth, turnover, new tools) create outsized disruption.
*
1
2
3
4
5
E3. Even after fixes, strain tends to return.
*
1
2
3
4
5
E4. Leaders feel constant background pressure to “keep things steady.”
*
1
2
3
4
5
E5. The organization needs ongoing attention to prevent drift.
*
1
2
3
4
5
