Management Habit Survey

Survey Questions

1. The executive team is healthy and aligned.

Q1.1 Team members understand each other's differences, priorities, and styles.

Q1.2 The team meets frequently in a week for strategic thinking.

Q1.3 The team participates in ongoing monthly executive education.

Q1.4 The team spends sufficient time in constructive debates, and all members feel comfortable

2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward.

Q2.1 There is a clear understanding of the company's top priority for the current quarter.

Q2.2 All departments and teams are aligned with the top 3-5 priorities for the quarter.

Q2.3 A Quarterly Theme and Celebration/Reward are announced to all employees to bring the Critical Number to life

Q2.4 There is a clear process for communication posted throughout the Company on Quarterly Themes/Critical Numbers to all employees.

3.Communication rhythm is established, and information moves through the organization accurately and quickly

Q3.1 All employees participate in a daily huddle that lasts less than 15 minutes.

Q3.2 All teams have a weekly meeting.

Q3.3 There is a regular meeting of Executives and Middle Managers to resolve burning issues every month to make it a regular Habit.

Q3.4 Quarterly and Annually Executives, and Middle Managers meet offsite to have a focused, efficient, and action-oriented.

4. Every facet of the organization has a person assigned with accountability for ensuring goals are met.

Q4.1 The Function Accountability Chart has the right mapping of people doing the right things.

Q4.2 Financial data is readily available and understood by key decision-makers against each line item.

Q4.3 Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone accountable for them.

Q4.4 Each of the Key Thrust/Capability is backed by an expert on the Advisory Board with experience of 3-5 Years if internal expertise is lagging behind.

5. Ongoing employee input is collected to identify obstacles and opportunities.

Q5.1 All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly.

Q5.2 The insights from employee conversations are shared at the weekly executive team meeting.

Q5.3 Employee input about obstacles and opportunities is collected weekly.

Q5.4 A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities.

6. Reporting and analysis of customer feedback data are as frequent and accurate as financial data.

Q6.1 All executives (and middle managers) have a 4Q conversation with at least one end-user weekly.

Q6.2 The insights from customer conversations are shared at the weekly executive team meeting.

Q6.3 All employees are involved in collecting customer data.

Q6.4 A mid-management team is responsible for the process of closing the loop on all customer feedback.

7. Core Values and Purpose are “alive” in the organization.

Q7.1 The company's core values are clearly defined and communicated and it is known to all employees.

Q7.2 Employees understand and embody the company's core values and purpose when praised or reprimanded.

Q7.3 HR processes and activities are aligned with the Core Values and Purpose

Q7.4 Actions are identified and implemented each quarter to strengthen the Core Values and Purpose of the organization.

8. Employees can articulate the following key components of the company’s strategy accurately

Q8.1 Big Hairy Audacious Goal (BHAG).

Q8.2 Core Customer.

Q8.3 3-5 year Key Thrusts/Capabilities.

Q8.4 3-5 year Key Initiatives.

9. All employees can answer quantitatively whether they had a good day or week (column 7 of the one-Page Strategic Plan)

Q9.1 1 or 2 Key Performance indicators (KPIs) are reported on weekly for each role/person.

Q9.2 Each employee has 1 Critical number that aligns with the company’s Critical number for the quarter (clear line of sight).

Q9.3 Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company

Q9.4 All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes.

10. The company’s plans and performance are visible to everyone

Q10.1 A “situation room” is established for weekly executive team meetings.

Q10.2 Core Values, Purpose, and Priorities are posted throughout the company.

Q10.3 Scoreboards are up everywhere, displaying current progress on KPIs and Critical Numbers for the company, teams, and individuals.

Q10.4 There is a standard meeting agenda for weekly and daily meetings.