01
A healthy, aligned leadership team
The team understands one another’s styles and priorities, has the real conversations and makes decisions together.
–/3
Tools · Management System Health Check
Increase Organisational Effectiveness.
A discussion tool for management teams and shareholders. For companies that want to grow without losing their entrepreneurial character.
Start the check01 / WHY
An operating cadence that can carry growth
Every organisation needs a number of fundamentals in place to be effective. The Rockefeller Habits, developed by growth entrepreneur and author Verne Harnish, provide a useful way to describe these fundamentals in ten manageable areas.
They cover focus, accountability, feedback and execution. They are a useful starting point. Organisations may have equally effective alternatives.
The score is a starting point for a structured conversation within your management team and, if needed, between management and shareholders.
02 / ASSESSMENT
What is genuinely in place?
Assess the actual way of working, not the intention on paper. Under each dimension, click ‘Why it matters and practical examples’ for more background.
02
One overriding priority for this quarter
Everyone knows the outcome that must move the business forward this quarter.
–/3
03
A regular, effective communication rhythm
Information moves quickly and reliably through a clear daily, weekly, monthly and quarterly cadence.
–/3
04
Clear single-point accountability
One person is accountable for every major result, financial line and core process.
–/3
05
A systematic view of what blocks employees
Leaders regularly gather signals on obstacles and opportunities, then close the feedback loop.
–/3
06
Customer feedback with the discipline of financial data
Customer insight is gathered, discussed and acted on frequently.
–/3
07
Values and purpose guide daily behaviour
Purpose and core values are visible in choices, feedback, recruitment and recognition.
–/3
08
The strategy is easy to explain
Employees can clearly explain the long-term ambition, core customer, differentiating promises and positioning.
–/3
09
Everyone knows whether the week was good
Teams and key roles have a few controllable indicators and priorities connected to company goals.
–/3
10
Plans and performance are visible
Current priorities, indicators and progress are easy for relevant employees to find and discuss.
–/3
03 / DISCUSSION
Discuss your results
Assess all ten habits to see your final score and what it suggests.
Which two gaps limit the next stage of growth?
Compare your ratings and identify the gaps that would most constrain growth.
Where does the business still depend on the founder or one critical person?
What would stall if that person were away for a month?
What do we want to improve first?
Agree on one change to try this quarter and who will take responsibility for it.
Bring this to your next management meeting
Ask colleagues to complete the check independently. Compare where your ratings differ and agree which change to try first.