DOABLE Momentum Diagnostic™

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Quiz Questions

1.
When you think about your build right now — your business, venture, or initiative — what feels most true?
- A.
  I have a general sense of what I’m building, but I haven’t landed on a direction specific enough to move forward with full conviction.
- B.
  I know what I’m building, but the structure around me — my schedule, my organization, my current obligations — isn’t set up to support it.
- C.
  I know my direction, but I don’t have the funding, customers, resources, or organizational support I need to actually get there.
- D.
  Something keeps stopping me even when I have the clarity and the space to move — and I’m not sure the obstacle is external.
2.
When you imagine the next significant move in your build, what’s the truest description of what’s in the way?
- A.
  I’m not confident I have the specific skills or knowledge this next move requires — whether that’s in the product, the market, the operations, or the organizational dynamics.
- B.
  I’ve started moving — maybe more than once — but I haven’t been able to sustain consistent forward progress.
- C.
  I’m not convinced enough in the specific direction I’m building toward to invest in it fully.
- D.
  The way my time and energy are currently structured — between the build and everything else demanding my attention — makes consistent progress almost impossible.
3.
Which of the following most closely describes your experience of the last three to six months in your build?
- A.
  I’ve been doing real work on the build, but it isn’t reaching the customers, funders, sponsors, or stakeholders it needs to reach.
- B.
  I’ve had the time and the clarity to move forward, but I find myself not acting on it the way I intend to.
- C.
  I’ve hit specific gaps in what I know or can do — in the product, the market, the business model, or the organization — and those gaps are slowing me down.
- D.
  I’ve had real bursts of forward progress, but I can’t seem to sustain them into compounding momentum.
4.
When you think about your build right now, which statement feels most true?
- A.
  I’ve had real bursts of forward progress, but I can’t seem to sustain them into compounding momentum.
- B.
  I know what I’m building, but my current situation — role obligations, organizational demands, operational complexity — leaves little consistent room for it.
- C.
  I know what I want to build, but I lack the customers, capital, platform, or organizational backing to make it real at the scale I’m building toward.
- D.
  I have a clear enough direction, but something internal keeps generating resistance to the moves that would advance it.
5.
What tends to derail your build most consistently?
- A.
  Encountering something I don’t know how to do well enough — a sales conversation, a technical challenge, a business model question, an organizational dynamic — and not addressing it quickly enough.
- B.
  Starting with strong intention and then losing consistency before the progress compounds into real traction.
- C.
  Questioning whether I’m building in the right direction — the right market, the right model, the right initiative — in the first place.
- D.
  External demands — from the organization, the existing business, the team, or my other obligations — crowding out the work that most advances the build.
6.
When you look at builders doing the work you want to be doing — at the level you’re building toward — what’s the best description of the gap between where they are and where you are?
- A.
  They have funding, customers, distribution, organizational support, or visibility I don’t yet have.
- B.
  They seem to have a confidence — a sense of authority and permission to build at this level — that I’m still developing.
- C.
  They have capabilities — in product, sales, operations, leadership, or domain expertise — that I haven’t fully built.
- D.
  They’ve built a consistent output and visible track record that I haven’t yet sustained.
7.
Which of the following most accurately describes how you’re spending your energy on the build right now?
- A.
  Testing and pivoting between options rather than executing with conviction on a committed direction.
- B.
  Managing the operational complexity, organizational demands, or role obligations that keep competing with the build for my time and attention.
- C.
  Doing solid building work that isn’t getting the traction, funding, market response, or organizational support it deserves.
- D.
  Holding back from moves I could be making because I haven’t fully claimed the authority to make them.
8.
When you actually sit down to do the most important work on your build, what typically happens?
- A.
  I get to points where I don’t have the skill, knowledge, or experience to move forward with confidence.
- B.
  I do some of it — but not consistently enough to build the kind of compounding progress the build requires.
- C.
  I’m not always certain what the most important work to be doing actually is right now.
- D.
  Something else — a customer issue, an organizational demand, an operational fire — always seems to need attention first.
9.
Complete this sentence: “The thing most getting in the way of my build right now is…”
- A.
  Not having the right customers, capital, partners, platforms, or organizational resources to build at the level and speed I’m ready for.
- B.
  My own internal resistance — doubts, hesitation, or beliefs about what I’m capable of or allowed to build at this level.
- C.
  Specific skill or knowledge gaps I haven’t fully closed — in the product, the market, the business model, or the organizational dynamics.
- D.
  My inability to maintain consistent, sustained effort over time — progress keeps stalling before it compounds.
10.
Which of the following conversations do you find yourself having most often — internally or with trusted colleagues?
- A.
  What exactly should I be building? Which direction, market, model, or initiative is the right one for this stage of the build?
- B.
  Why can’t I maintain the pace I start with? How do I stop losing momentum before it compounds into something real?
- C.
  Do I really have what it takes to build this? Is this level of contribution actually mine to claim?
- D.
  What do I still need to learn or develop to build this at the level it deserves?
11.
When you think about what would most change the trajectory of your build, what comes to mind first?
- A.
  Restructuring my time, my team, my systems, or my organizational context to genuinely support the work I’m trying to do.
- B.
  Getting in front of the right customers, funders, partners, or organizational stakeholders — and having the build seen where it actually matters.
- C.
  Getting clear enough on the specific direction I’m building toward that I can stop questioning it and start executing with conviction.
- D.
  Finding a way to stay consistent — to compound progress instead of cycling through starts and stalls.
12.
If you’re honest about the pattern that keeps repeating in your build, it’s closest to:
- A.
  I can see the path clearly enough. What stops me is something internal I haven’t fully resolved — about my authority, my readiness, or my right to build at this level.ç√
- B.
  I keep reaching the edge of my current capabilities — and I’m not investing enough in building them forward.
- C.
  The demands of the organization, the existing business, or my other obligations consistently take priority over the build.
- D.
  I’m doing good building work — but it’s not connecting to the market response, funding, customers, or organizational support I need.

Quiz Outcomes

1.
Friction-Directional
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Your Primary Friction: DirectionalThe obstacle slowing your build isn’t capability, resources, or follow-through.It’s direction.You may have a general sense of what you’re building — but not enough specificity about the market, the model, the customer, or the initiative to commit to it fully. That gap between “I know I’m building something significant” and “I know exactly what I’m building and for whom” is Directional friction. And until it closes, even the best execution, the best team, and the best intentions won’t produce a compounding build.This is one of the most common friction types for builders — particularly those with deep expertise and broad vision, where multiple directions seem genuinely viable. The problem isn’t that nothing is worth building. It’s that several things seem worth building, and you haven’t yet identified the specific one that is most genuinely and strategically yours.What This Means for Your BuildMore pivoting isn’t the answer. Premature commitment to the wrong direction wastes resources and momentum. And continued uncommitted exploration produces activity without compounding progress. Your job right now is clarity — not just about what you could build, but about what you are specifically positioned and motivated to build given your expertise, your market insight, and the contribution you’re most committed to making.Where to Focus First in The DOABLE System™Start with D — Desires. Not what seems fundable. Not what the market appears to want. Not what looks like the smartest strategic move. What do you actually want this build to produce — for your customers, your organization, or your field — at its full expression? That answer is the foundation everything else is built on.Then move to O — Opportunities. A rigorous, honest assessment of your specific market, organizational context, or ecosystem — what’s genuinely available to you given your current position, relationships, and resources?Your Next StepThe DOABLE Action Plan builds a specific, structured starting point from your exact stage and friction — so you move from directional uncertainty to committed execution.→ Get My DOABLE Action Plan — $47→ Get My Action Plan + Workshop — $97
2.
Friction-Structural
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Your Primary Friction: StructuralYou likely know what you’re building. The obstacle isn’t clarity or belief.It’s architecture.Structural friction shows up when the systems, environments, and demands around you weren’t designed to support the build you’re executing. For entrepreneurs, it looks like a business that’s grown beyond the systems built to run it — operational complexity consuming the time and energy that should be driving growth. For intrapreneurs, it looks like an organizational context that keeps generating competing priorities, approval bottlenecks, and resource constraints that crowd out the initiative you’re trying to advance.This is not a motivation problem. It is a design problem.What This Means for Your BuildPushing harder inside a structure that doesn’t support the build produces burnout, not breakthrough. What’s required is a deliberate redesign of the systems, processes, and organizational conditions that govern how your time and energy get allocated — so the build has a genuine, protected, and sufficient claim on both.Where to Focus First in The DOABLE System™Start with E — Engagement. Not motivation — architecture. What does a structure that actually supports the build look like? What needs to be built, redesigned, delegated, or released to give the most important work a reliable home?Then look at B — Beliefs. Structural friction is often partly maintained by beliefs about what is and isn’t available to change — in the organization, in the business, in your own role. Some of what feels structurally fixed is actually a belief about structure wearing the costume of immovable fact. The examination is worth the time.Your Next StepThe DOABLE Action Plan builds a specific, structured starting point from your exact stage and friction — so you move from structural constraint to deliberate redesign.→ Get My DOABLE Action Plan — $47→ Get My Action Plan + Workshop — $97
3.
Friction-Access
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Your Primary Friction: Access / CapitalThe build is real. The direction is clear. The capability is there.What’s missing is reach — to customers, capital, platforms, or organizational resources.Access and Capital friction shows up when the gap between your current build and the next level isn’t about what you know or what you can do — it’s about who you know, what platforms you have access to, what funding or budget is available, and how visible your build is to the people and institutions that need to know about it. For entrepreneurs, this often looks like a product that’s ready for a market that hasn’t found it yet, or a venture that needs capital it hasn’t yet attracted. For intrapreneurs, it looks like an initiative that’s solid but lacks the executive sponsorship, cross-functional resources, or organizational visibility to advance at the pace and scale it deserves.What This Means for Your BuildAccess and capital aren’t soft advantages. They’re structural requirements for certain kinds of builds — and building without them means building more slowly, more expensively, and with more friction than necessary. The work of this stage is developing the access your build requires with the same deliberateness you bring to the build itself.Where to Focus First in The DOABLE System™Start with A — Access / Capital. Map the specific gaps honestly: which customer relationships are missing? Which funding or budget conversations haven’t happened? Which organizational stakeholders need to understand and support the initiative? Which platforms or distribution channels would most change the trajectory? Precise gaps have precise solutions.Then look at O — Opportunities. Some of the access gaps you’re experiencing are more addressable than they appear — through the relationships and platforms you already have but haven’t fully deployed toward the build.Your Next StepThe DOABLE Action Plan builds a specific, structured starting point from your exact stage and friction — so you move from access gaps to a deliberate access-building strategy.→ Get My DOABLE Action Plan — $47→ Get My Action Plan + Workshop — $97
4.
Friction-Beliefs
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Your Primary Friction: BeliefsThe path is clear enough. The structure can support it. The capability is there.What’s getting in the way is something you’re carrying internally.Beliefs friction is not a confidence issue. It is a set of deeply held conclusions about what you’re capable of building, what level of success is available to you, and what kind of builder you are — conclusions that were formed in real contexts, often in the presence of real constraints, and that now operate as quiet governors on which moves you make and which you don’t.For entrepreneurs, Beliefs friction often shows up as persistent doubt about whether the market will actually want what you’re building, whether you have what it takes to build a real business, or whether you’re the right person to be doing this. For intrapreneurs, it often looks like a hesitation to champion the initiative as boldly as it deserves, an assumption that the organization won’t ultimately support it, or a quiet conviction that someone with more authority or more tenure should be leading this work.What This Means for Your BuildBeliefs that don’t align with the direction you’re building toward create internal drag — the kind that makes execution harder than the external circumstances warrant. The work at this stage isn’t becoming more confident. It’s identifying which specific beliefs are operating as constraints and making a strategic decision about whether they’re still serving you — or whether they were formed in a different context and haven’t been updated to reflect where you actually are now.Where to Focus First in The DOABLE System™Start with B — Beliefs — as diagnosis, not self-examination. What specific belief is generating the most drag on your build right now? Name it as a sentence. A precisely named belief can be examined and updated. A vague sense of doubt cannot.Then look at E — Engagement. Beliefs friction is significantly sustained by isolation — by not having the right environment, community, or peer context that reflects back what’s actually possible. Who in your current ecosystem builds at the level you’re building toward and treats it as normal? That community is your most powerful beliefs-updating resource.Your Next StepThe DOABLE Action Plan builds a specific, structured starting point from your exact stage and friction — so you move from internal drag to strategic alignment.→ Get My DOABLE Action Plan — $47→ Get My Action Plan + Workshop — $97
5.
Friction-Capability
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Your Primary Friction: CapabilityYou know the direction. You’re committed to the build.But there are specific things this build requires that you’re still developing.Capability friction for builders is almost always targeted rather than general — it’s rarely a broad question about whether you belong in the build. It’s a specific set of gaps: the sales process you haven’t yet mastered, the technical domain you haven’t fully developed, the organizational navigation skills the initiative requires, the financial model you haven’t built before, the team leadership capability the next stage demands. The gaps are specific, identifiable, and closeable.The risk isn’t that you can’t develop the capability. The risk is that without naming the gaps precisely, they remain vague — generating diffuse performance anxiety rather than a specific development agenda. And diffuse anxiety is significantly harder to address than a specific development plan.What This Means for Your BuildCapability gaps that aren’t named and addressed directly don’t stay static — they compound. What starts as a small gap at one level of the build becomes a more significant constraint as the build advances. The builders who navigate this most effectively identify capability gaps early, treat them as solvable, and invest in closing them with the same intentionality they bring to the product, the market, and the model.Where to Focus First in The DOABLE System™Start with L — Learning. Not general professional development — targeted, surgical capability-building directed at the specific gaps that are most limiting your current build. Name them as specifically as possible. Then design a learning path that closes them in the context of the build itself.Then look at E — Engagement. How you develop capability matters as much as what you develop. Applied learning in the build — practicing the capability in real contexts, with real stakes and real feedback — develops it significantly faster than preparation outside the build.Your Next StepThe DOABLE Action Plan builds a specific, structured starting point from your exact stage and friction — so you move from vague capability concerns to a targeted development agenda.→ Get My DOABLE Action Plan — $47→ Get My Action Plan + Workshop — $97
6.
Friction-Momentum
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Your Primary Friction: MomentumYou’ve started. You know what you’re building.The challenge is that you can’t seem to sustain the consistent forward progress the build requires.Momentum friction is the most commonly misdiagnosed friction type for builders — usually attributed to insufficient discipline, insufficient passion, or an indication that the direction isn’t right. It is almost always none of those things. It is a systems problem.For entrepreneurs, Momentum friction shows up as cycles of intense building followed by periods of low output — often triggered by a setback, a distraction, or the sheer operational weight of running the business while also building it. For intrapreneurs, it shows up as initiative fatigue: the project advances in waves, loses organizational attention between them, and has to be re-energized repeatedly rather than building on sustained institutional momentum.What This Means for Your BuildCompounding progress — the kind that builds a real business or advances a significant initiative — is not produced by motivation alone. It’s produced by systems: the rhythms, structures, and accountability mechanisms that make consistent engagement with the build reliable, independent of how motivated you happen to feel on a given day. The entrepreneurs and intrapreneurs who build most effectively aren’t more motivated than their peers. They’ve built better systems.Where to Focus First in The DOABLE System™Start with E — Engagement. Not inspiration — engineering. What does a sustainable operating rhythm for this build actually look like — one that can be maintained consistently in the context of everything else the business or organization demands? Design the rhythm around your floor — what you can sustain reliably in a typical week — not your ceiling.Then look at B — Beliefs. Momentum friction is often sustained by a belief that if the build requires this much structural support to maintain, something must be wrong with the direction or the commitment. That belief is worth examining. Building something significant — inside an organization or in the market — requires architecture. That’s a feature of ambitious work, not an indictment of it.Your Next StepThe DOABLE Action Plan builds a specific, structured starting point from your exact stage and friction — so you move from episodic progress to a compounding build.→ Get My DOABLE Action Plan — $47→ Get My Action Plan + Workshop — $97