Executive Strategic Assessment The Results Group, Ltd.

Welcome to the Executive's Strategic Assessment

Instead of looking at daily busywork, this assessment focuses on big-picture leadership, how well your organization can grow, and how wisely you use your resources. To get the most accurate baseline, answer every question with absolute honesty. Block out the "noise" of what you hope will happen in the future. Instead, score your organization based on what is actually happening right now in your everyday reality.

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First Name

Last Name

Organization

Page 1: Leadership & Governance

Executive Summary: This section looks at your big-picture leadership and long-term planning. It measures how well your leaders focus on true goals, turn plans into action, and block out daily "noise" or distractions.

Leadership & Management

How well is your long-term, multi-year vision built into your actual quarterly goals?

The vision lives in a document, but our daily work is just putting out sudden operational fires.

The long-term vision guides our big annual plans, but we tend to lose sight of it during our normal quarterly cycles.

The vision is built right into our quarterly milestones; every major project directly feeds our long-term goals.

Leadership & Management

How well does the executive team stop low-value distractions and administrative "noise"?

Leadership is constantly pulled away from big goals to handle minor everyday problems and non-essential tasks.

Leadership sees the distractions slowing the team down, but lacks the time, focus, or authority to block them out.

We run on a highly accountable culture; low-value noise is filtered out so teams can focus strictly on top priorities.

Leadership & Management

How would you describe the speed and health of your leadership team's decision-making?

Everything is trapped at the top; routine decisions or strategy changes bottleneck at the executive level.

Some authority is shared, but a fear of making mistakes causes teams to constantly kick decisions back up the ladder.

Free and clear; boundaries of authority are explicitly mapped out, allowing leaders to pivot and act on their own.

Leadership & Management

How strong is your leadership pipeline and backup plan if a key manager leaves?

Little to no planning; if a top executive left unexpectedly, it would cause an immediate institutional crisis.

Informal; we have a few internal candidates in mind, but we lack a structured path to train and prepare them.

Fully structured; clear "next-in-line" leaders are actively being mentored to ensure operations never skip a beat.

Leadership & Management

How well does your governing board or executive committee provide oversight without micromanaging?

Rough; board meetings get bogged down in tiny operational details rather than long-term strategic steering.

Too passive; meetings are just a rubber-stamp exercise with very little real checking of long-term risks or organizational health.

True strategic partner; the board focuses strictly on risk, resource health, and holding executives accountable to big outcomes.

Page 2: Operations & Scalability

Executive Summary: This section helps you assess your daily systems and capacity. It is a way to identify if your processes are documented so anyone can step in, and if your infrastructure is strong enough to handle a massive wave of growth without breaking down.

Operations

How safe are your daily workflows from relying entirely on a few key people's "tribal knowledge"?

Highly risky; critical organizational knowledge lives exclusively in the heads of a few indispensable employees.

Moderate; processes are broadly written down, but the documents are old and rarely checked for accuracy.

Fully systemized; workflows are centralized, kept up to date, and clear enough for rapid team cross-training.

Operations

How ready is your technical and operational infrastructure to grow right now?

Maxed out; a 20% spike in demand or programmatic volume would cause immediate system failure.

Stable right now, but scaling up requires significant, exhausting manual shortcuts from the team.

Built to grow; our systems can double their output or handle massive new goals with almost zero extra friction.

Operations

How do you handle operational bottlenecks or system breakdowns when they happen?

Reactive; we use quick, temporary fixes, which means the exact same problems keep happening over and over.

We know exactly where the friction points are, but budget or time constraints stop us from fixing the root cause.

Continuous improvement; friction points are caught early and systemically engineered out of the business permanently.

Operations

How safe are your organization's data security and business backup plans?

Vulnerable; we do not have regular data backup audits, strong cybersecurity, or written disaster recovery plans.

Baseline compliance; basic safety plans exist on paper, but we have not run a live test or drill in over a year.

Fortified; redundant systems, automated backups, and strict security protocols are tested constantly against disruption.

10.

Operations

How smoothly do different departments or divisions work together on complex projects?

Siloed; major communication gaps or internal politics frequently stall core strategic projects.

Friendly but clunky; teams try to work together, but it takes heavy executive push to keep them aligned.

Seamless; shared goals and integrated communication tools make cross-team execution automatic.

Page 3: Finance & Capital Allocation

Executive Summary: This section evaluates your financial health and spending rules. It checks how accurately you forecast cash flow, how well you know your true delivery costs, and if you use solid data to decide where to invest your money.

11.

Finance & Capital Allocation

How predictable and reliable are your mid-to-long-term cash flow or funding projections?

Short-sighted; we manage money month-to-month and are highly vulnerable to sudden funding shortages.

Okay visibility; we can accurately forecast 60 to 90 days out, but long-term spending relies on guesswork.

High precision; rolling 12-to-24-month financial models give us total clarity for future strategic investments.

12.

Finance & Capital Allocation

How accurately can you pinpoint the exact unit cost to deliver your primary service or product?

Foggy; we look at total spending, but we do not know the exact cost per single unit of output or impact.

General awareness; we know our baseline costs, but struggle to model how changing our overhead will affect our margins.

Crystal clear; precise unit economics drive all our pricing, program designs, and resource choices.

13.

Finance & Capital Allocation

How disciplined is your management team when tracking actual spending against the budget?

Weak; budgets are treated as loose guidelines and variance is rarely looked at until the fiscal year ends.

Too slow; budget changes are reviewed quarterly, meaning spending corrections are usually made too late to matter.

Proactive; strict budget-to-actual checks happen monthly with clear, automatic plans to fix any overages.

14.

Finance & Capital Allocation

How diversified and stable are your core sources of capital, revenue, or funding?

Dangerous; a single client, major donor, or specific grant makes up more than 40% of our total income.

Moderate; we have a few funding pillars, but losing any single one would force immediate downsizes.

Highly diversified; multiple independent funding streams insulate us from sudden economic shocks.

15.

Finance & Capital Allocation

What rules guide how you allocate money to new ideas, expansion, or innovation?

Subjective; resources are given out based on gut feeling, political pressure, or whoever complains the loudest.

Value-based; we look at potential impact or return on investment (ROI), but we lack a standard checklist to compare ideas fairly.

Purely data-driven; capital deployment must pass clear, standardized benchmarks for financial return or verified programmatic impact.

Talent Strategy & Culture

Page 4: Talent Strategy & Culture

Executive Summary: This section looks at your people and your organization's culture. It measures your ability to find great talent, keep teams happy and engaged, and connect every employee's daily metrics directly to your main objectives.

16.

Talent Strategy & Culture

How well do your hiring and onboarding processes ensure that new employees fit your core mission?

Unstructured; hiring is rushed based on immediate vacancy panic, and onboarding is completely unstandardized.

Semi-structured; interviews check for technical skill, but onboarding fails to truly teach the organizational culture and mission.

High precision; data-driven screening pairs with a strict onboarding layout designed to get people up to speed instantly.

17.

Talent Strategy & Culture

How tightly linked are individual employee review metrics to your quarterly corporate goals?

Disconnected; performance reviews are rare, highly subjective, and have nothing to do with strategic priorities.

General alignment; employees have basic annual goals, but their daily milestones lack clear links to quarterly targets.

Direct alignment; every single employee has clear, objective metrics that climb straight up to support quarterly corporate targets.

18.

Talent Strategy & Culture

How fast and honest is your internal culture when addressing poor performance or behavioral issues?

Avoidant; poor work or bad attitudes are tolerated, which drains the energy of your high-performing team members.

Slow; performance issues are eventually handled, but the process is highly bureaucratic and happens long after the damage is done.

Fast and direct; leadership models strong internal accountability, resolving performance or cultural friction quickly and openly.

19.

Talent Strategy & Culture

How would you describe the overall engagement and attitude of your workforce?

Fractured; high cynicism, constant office politics, or severe burnout are actively draining organizational energy.

Complacent; team members do their jobs reliably, but they lack true excitement or deep commitment to the core mission.

Points: High-performing; high ownership, shared identity, and absolute clarity of purpose create a culture of continuous excellence.

20.

Talent Strategy & Culture

How structured is your organization's framework for professional development and continuous upskilling?

Neglected; professional growth is an afterthought, left entirely up to the individual to figure out on their own time.

Reactive; training budgets exist, but development paths are random rather than tied to fixing systematic skill gaps.

Strategic matrix; every role has a dedicated skill-advancement roadmap that aligns individual growth with future corporate needs.