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PeopleCap Website Growth Gauntlet Survey
1.
Which answer best describes your company's primary focus at this stage?
Our primary focus is on proving out our product, market, or business model.
Our product, market or business model is proven. Our primary focus is on formalizing our internal operations and achieving revenue goals.
Our internal operations are largely built out and running smoothly. Our primary focus is on growing market share.
Our company predictably meets its financial targets and our primary focus has shifted to exploring enterprise level partnerships and inorganic growth opportunities.
2.
Which answer best describes your company's goal setting?
We have no formal goal setting process or strategic planning process.
We recently adopted a goal setting framework (KPIs, OKRs, Traction etc.) at the corporate level and/or department level.
We use a goal setting framework at the corporate, department, and individual level that has been in place for at least 2 years.
We use a goal setting framework at the corporate, department, and individual level that yields a detailed strategic plan that includes budgets, reliable forecasts, data-driven metrics.
3.
Which of the following best describes your company's culture?
Our culture is largely a reflection of the founder's personality and priorities.
Our culture has moved beyond the founder. We have defined our core values and core identity.
Our culture is well defined and reinforced through processes like hiring, talent development, performance management and compensation.
Our culture is well defined and reinforced through processes like hiring, talent development, performance management and compensation, AND we routinely evaluate strategic opportunities through a cultural lens and pass on those that do not align with our culture.
4.
Which of the following best describes accountability in your organization?
Loyalty is valued over accountability. We rarely terminate people for poor performance.
We do address poor performance, but it takes us a long time to actually exit someone because someone in the seat is better than no one.
Individuals are regularly held accountable for their performance AND we exit poor performers in a timely manner.
Individuals are regularly held accountable for their performance AND managers are regularly held accountable for their team's performance. We routinely terminate poor performers.
5.
Which of the following best describes your company's CEO?
Our CEO is a founder and entrepreneur actively involved in all aspects of the business.
Our CEO is a player/coach who leads a primary function of the business (Sales, Product, Operations, etc.) in addition to performing the CEO duties.
Our CEO is primarily focused on managing/leading the leadership team and the business strategy. The CEO is still involved in day-to-day decisions.
Our CEO is almost completely out of the day-to-day operations and mostly focuses on strategic opportunities (inorganic growth, shareholder communication, managing the board, etc.)
6.
Which of the following best describes your company's leadership?
Leaders wear many hats and their roles tend to shift to address needs. No formal leadership team exists.
A defined leadership team exists in the form of a loose confederation of individuals who each lead/manage a separate function (Sales, Product, Operations, etc.).
A well-defined leadership team meets regularly AND is a cohesive group working towards common near term corporate goals and initiatives.
A cohesive leadership team exists and its members are focused both on achieving near term operational goals AND setting longer term corporate strategy.
7.
Which answer best describes your company's talent?
Talent is convenient, largely sourced, hired, and managed by our founder. Training happens by osmosis.
We are adding more people to the team, however, recruiting and training people up to the level of productivity are limiting factors to our growth.
Processes, practices, and capacity exist to recruit, hire, and train talent and get them up to productivity quickly. The responsibility primarily falls on a recruiting team and hiring managers.
Our organization is a "self replicating talent machine" with processes, practices, and capacity to recruit, hire, and train talent and get them up to productivity quickly. Leadership and talent pipelines exist and we are able to replace people quickly without interruption in our productivity. The entire organization is engaged in recruiting/hiring/training new hires.
8.
Which answer best describes your middle managers?
We don't have middles managers because we are too small.
As we have grown, we have mostly promoted solid individual contributors to be managers. We do not have formal management training.
We hire from the outside and promote from the inside to the manager role. We have a formal training program for managers to build their people management skills.
As an organization, we have proven processes in place to develop our middle managers (training, mentoring, etc,). We have identified managers as successors to all of our executive leadership roles.
9.
Which of the following best describes your company's processes?
Our processes are mostly ad hoc and manual processes.
We are in the process of establishing formalized, documented processes.
Repeatable processes are in place supported by systems, tools, and automation.
Our repeatable processes are often mined for efficiencies, continuous improvement.
10.
Which answer best describes your company's communication?
Communication is informal, often direct from our founder. Everyone is in-the-know because of the proximity of the small team.
Communication is largely top down and employee feedback is solicited episodically.
Multiple communications protocols, channels, and systems exist. Employee feedback is regularly solicited and valued.
A comprehensive and strategic internal communications function exists serving a larger and more distributed workforce. Feedback loops provide data that regularly drives change.
11.
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