Hidden Leaks Constraining Your Business

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Quiz Questions

1.
When a decision needs to be made quickly, what usually happens?
- A.
  The decision is made and acted on immediately
- B.
  It waits for approval from a specific person
- C.
  The decision is made, but follow-through slows afterward
- D.
  The team pauses because decision ownership is unclear
- E.
  The decision is made, but implementation requires systems that aren't available
2.
If you step away for a few days, what changes first?
- A.
  Work continues, but certain decisions or issues are held until you return
- B.
  Systems start breaking down without manual intervention
- C.
  Work continues without noticeable change
- D.
  New initiatives slow while existing work continues
- E.
  Work continues, but mistakes increase
3.
When work moves from one person or team to another, what most often creates friction?
- A.
  Handoffs usually work without issue
- B.
  Missing or incomplete information at the point of handoff
- C.
  Work stalls because the receiving team doesn't have access to the right tools or systems
- D.
  Different expectations for what “done” looks like
- E.
  Unclear ownership of the final outcome
4.
After work is completed, how often does it need to be revisited?
- A.
  Regularly, because outcomes vary by who did the work
- B.
  Almost never
- C.
  Frequently, because requirements or expectations were missed
- D.
  Occasionally due to changes after delivery
- E.
  Frequently, to verify margins haven't eroded
5.
Once priorities are set, what most often disrupts execution?
- A.
  Leadership redirects focus before work is complete
- B.
  Available capacity runs out sooner than expected
- C.
  Tasks move forward, but next steps are unclear
- D.
  Tools or systems can't keep up with the volume of work
- E.
  Work proceeds as planned
6.
How consistent is customer or client delivery?
- A.
  Delivery often needs correction after work is already in motion
- B.
  Delivery varies because there's no standard approach across the team
- C.
  Delivery stays consistent only when leadership stays closely involved
- D.
  Delivery consistency depends on whether costs are tracked in real-time
- E.
  Delivery quality depends on which individual is responsible
7.
As revenue increases, what most accurately describes what happens operationally?
- A.
  Growth introduces coordination and communication strain
- B.
  Costs increase faster than revenue
- C.
  Existing systems handle the added volume without much added cost or effort
- D.
  Manual processes strain under increased volume
- E.
  Workload increases before systems catch up
8.
How do margins behave across your offerings?
- A.
  Margins change based on who delivers the work
- B.
  Margins are stable and repeatable without needing close monitoring
- C.
  Margins are only clear after the work is finished
- D.
  Margins vary significantly across similar engagements
- E.
  Margins shrink because of untracked tool and software costs
9.
Where do costs most often add up without being clearly tracked?
- A.
  Extra labor added to keep work moving forward
- B.
  Vendor pricing, renewals, or contract terms
- C.
  Rework caused by internal handoffs or coordination gaps
- D.
  Time spent getting approvals for routine purchases
- E.
  Software and subscription tools added over time
10.
How are your systems and software actually used in daily operations?
- A.
  Systems track activity but don't provide visibility into costs or margins
- B.
  Systems automatically handle repetitive tasks that people used to do manually
- C.
  New systems are added instead of redesigning how work flows
- D.
  Systems work well but people wait for approval to use certain features
- E.
  Systems are frequently bypassed to meet deadlines or move faster
11.
What most often requires your direct involvement day to day?
- A.
  Fixing breakdowns caused by unclear processes
- B.
  Making decisions others are not authorized to make
- C.
  Reviewing work to ensure it meets expectations
- D.
  Stepping in when customers escalate issues
- E.
  Very little requires my direct involvement - teams operate autonomously
12.
When you delegate work, what most commonly happens?
- A.
  The work pauses until you check back in
- B.
  The work is completed, but it does not meet the original requirements
- C.
  The work is completed as intended without follow-up
- D.
  The work is completed, but it creates problems in other parts of the business
- E.
  Work moves forward but costs exceed estimates because systems don't track resource usage
13.
How does unplanned, urgent work typically affect your schedule?
- A.
  It interrupts multiple times per week without a clear pattern
- B.
  It is rare and does not materially affect planned work
- C.
  It disrupts nearly every day
- D.
  It shows up occasionally and requires active rescheduling
- E.
  It happens when teams aren't aligned on priorities or timing
14.
When operational decisions are made, how accessible is the financial information?
- A.
  Decisions are made quickly but require revisiting when financial impacts become clear
- B.
  Financial data exists, but must be pieced together from multiple sources
- C.
  Financial data is available instantly and reflects current operations
- D.
  Financial understanding depends on who you ask - different people have different numbers
- E.
  Financial systems don't integrate with operational tools, creating manual tracking
15.
Which statement best reflects how work actually gets done?
- A.
  Systems are documented, but whether they’re followed varies by person or situation
- B.
  Systems work well, but profitability requires manual tracking
- C.
  Results depend on hustle, workarounds, and last-minute effort
- D.
  If certain individuals step away, progress noticeably slows or stops
- E.
  Work advances mainly when leadership is actively directing it

Quiz Outcomes

1.
Decision Constraint
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Execution slows because authority is centralized, approvals bottleneck progress, or priorities shift before work is completed. The organization cannot move faster than decision throughput.What this looks like in practiceWork pauses while waiting for approvals or confirmationLeadership is pulled into frequent, routine decisionsPriorities change midstream, invalidating previous workTeams hesitate to act without directionWhat’s really happeningDecision authority is not clearly distributed or protected. This forces leaders to stay involved in execution instead of focusing on strategy.The risk if unaddressedLeadership burnoutSlow response to opportunitiesTeams default to waiting instead of actingWhat improvement requiresClear decision rights by roleGuardrails that allow action without constant approvalA stable priority-setting rhythm
2.
Ownership Constraint
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Execution depends on specific people rather than clearly defined roles. When those individuals step away, progress slows or stops.What this looks like in practiceOutcomes vary depending on who does the workA small number of people carry disproportionate responsibilityDelegation produces inconsistent resultsLeaders step in to “fix” work frequentlyWhat’s really happeningResponsibilities exist informally, not structurally. Knowledge and authority live in people instead of the system.The risk if unaddressedFragile operationsInability to scaleConstant leadership interventionWhat improvement requiresExplicit ownership definitionsClear success criteria for each roleAccountability that does not rely on proximity
3.
Process Constraint
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Work lacks a clear, repeatable flow. Tasks move forward, but next steps, standards, or outcomes are inconsistent.What this looks like in practiceWork frequently needs correction or revisiting“Done” means different things to different peopleSteps are skipped or handled differently each timeProgress stalls between stagesWhat’s really happeningProcesses are implied, not designed. People fill the gaps with judgment and effort.The risk if unaddressedRework and wasted effortInconsistent deliveryDifficulty training or onboardingWhat improvement requiresDefined workflows from start to finishClear handoffs and standardsFewer decisions embedded inside execution
4.
Coordination Constraint
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Execution breaks down at handoffs due to timing, sequencing, or cross-team alignment issues. Work moves, but not smoothly.What this looks like in practiceMissing or late information at handoff pointsCapacity runs out sooner than expectedExtra labor or effort added to keep work movingTeams working hard but not in syncWhat’s really happeningWork is not sequenced intentionally. Dependencies are unmanaged.The risk if unaddressedBurnoutInefficient scalingPerpetual “catch-up” modeWhat improvement requiresClear sequencing of workCapacity planning tied to workflowFewer parallel efforts competing for attention
5.
Cost Control Constraint
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Money is earned, spent, or leaked without timely control. Financial insight lags behind operational reality, limiting the ability to intervene early.What this looks like in practiceMargins are only clear after work is completedCosts accumulate without clear attributionProfitable work covers losses elsewhereSpending decisions are made without real-time margin contextWhat’s really happeningFinancial data exists, but it is disconnected from how work is executed and managed day to day.The risk if unaddressedHigh revenue with low or unpredictable cash flowLimited ability to forecast with confidenceFinancial decisions remain reactive instead of preventativeWhat improvement requiresClear linkage between operational activity and financial impactMargin visibility at the level where work is performedEarly indicators that surface cost drift before it compounds
6.
System Utilization Constraint
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Tools and systems exist but do not reliably carry operational load. People compensate manually to keep work moving.What this looks like in practiceSystems are optional or inconsistently usedWorkarounds bypass intended workflowsNew tools are added instead of fixing flowAutomation is underutilizedWhat’s really happeningSystems support activity, not execution. They reflect the work instead of driving it.The risk if unaddressedTool sprawlManual effort scaling faster than revenueInconsistent data and reportingWhat improvement requiresSystems that enforce flow, not just record itFewer tools doing moreAutomation aligned to process, not preference
7.
Stabilized Execution
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Operations are structurally sound. Systems, roles, and decision flows support consistent execution without heavy oversight.What this looks like in practiceWork proceeds as plannedDelivery remains consistent regardless of personnelMargins and capacity behave predictablyLeadership focuses on strategy instead of triageWhat’s really happeningExecution is carried by structure, not heroics.The riskNot stagnation, but complacency. What works now must still adapt as scale increases.What improvement focuses onProtecting what’s workingPreparing systems for the next stage of growthAvoiding regression as complexity increases