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Quiz Questions

1.
When you think about your leadership, which feels most true right now?
- A.
  I look at what other successful people are doing and try to follow it. I am trying to figure out what feels authentic to me.
- B.
  I know internally that I'm meant for something big, but I'm still looking for external proof that who I am and that what I'm building is viable.
- C.
  I'm choosing to step into leadership and be known for something specific. I am committed but know I still need to build lasting infrastructure around it.
- D.
  I've been the doer and the starting to embody authentic leadership, and now I'm ready to intentionally build a team that owns real parts of the business.
- E.
  I'm ready to step fully into the CEO and visionary seat. Ready to hire and develop a leadership team so the business runs to my standards without my constant attention.
2.
How clear are you on who you serve?
- A.
  I feel like I'm here to serve a lot of people, and niching down feels hard or misaligned. I am willing to take on anybody who is willing to pay me as a client.
- B.
  I can generally define who I serve and why, but I have not explicitly defined them on paper.
- C.
  I have defined my niche and ideal client, but need to find ways to have these people come to me consistently.
- D.
  I know my niche well. I can name specific people who are my people, and I know where to find them.
- E.
  My business is known in my industry and clients find me easily. I'm ready to expand into new markets, platforms, and audiences.
3.
Which best describes your offers?
- A.
  What I think I want to sell is constantly changing. I often custom-build something for each person to try to make a sale.
- B.
  I know I want my offer to include certain services, but not sure how to package and sell them yet.
- C.
  I've committed to a primary offer and am ready to deliver it in a repeatable way so I can create consistency in my business.
- D.
  My core offer is selling and proven to work and now I am ready to expand my capacity to deliver.
- E.
  Delivery could run entirely without me. My focus now is refinement, setting quality standards, and imagining what's next.
4.
What do your sales look like today?
- A.
  I have not made sales yet or if I have they are sporadic. When they happen, it's usually a different or custom offer each time.
- B.
  I'm trying to make enough sales on an offer so I know it is viable and that people want it.
- C.
  I'm ready to create consistent sales by planning when and how I sell, then executing on that rhythm.
- D.
  My sales are steady, and I'm refining my funnel and widening visibility to grow volume.
- E.
  My sales process and funnel are automated and running well. My team is helping refine the nuances.
5.
How would you describe your marketing?
- A.
  Most of the time, I do not feel confident on how to explain what I want to do to people.
- B.
  I'm starting to market more, but it feels random and unclear. I am trying to find the message that truly resonates for me and my ideal client.
- C.
  I feel confident in my message and have a planned marketing rhythm. Now it’s time to create the habit of executing consistently to fill my funnel.
- D.
  I'm widening my visibility, growing my audience, and possibly adding paid marketing channels.
- E.
  My marketing engine runs and my pipeline fills consistently. I'm expanding where and how I market.
6.
How does your business run behind the scenes?
- A.
  I do everything myself. I can handle all the work myself for now.
- B.
  I'm keeping things lean and have maybe one contractor or VA helping here and there.
- C.
  I'm building the systems, habits, and support I need to create consistency.
- D.
  I'm defining roles and job descriptions, writing SOPs and workflows, and starting to use KPIs.
- E.
  I have handbooks, policy manuals, and defined functions so the business operates at my standard without me.
7.
Which best describes your relationship with money in your business?
- A.
  I have no idea where to get started with managing money.
- B.
  I feel like I am just spending money constantly and don’t know if I am spending it on the right things.
- C.
  I am ready to look at my finances more regularly and consciously direct how money flows in and out of my business.
- D.
  I'm reinvesting revenue or seeking external funding so I can build my team and infrastructure for long-term growth.
- E.
  My business finances run on intentional goals and metrics, with strategic planning and soul alignment guiding financial decisions.
8.
Which of these sounds most like your current energy?
- A.
  I'm hustling and trying hard, but I'm not sure what I'm doing or where to focus.
- B.
  I have clarity and I'm ready to stop winging it. I want structure, systems, and accountability.
- C.
  I believe in myself and have a plan for the future; but know I am lacking the structure, accountability, and external proof, so my energy still feels wobbly.
- D.
  I am becoming more embodied in my authentic self and am ready to stop doing everything myself and start building a team that supports me and the mission.
- E.
  I'm carrying a lot of weight and pressure of the magnitude of what I want to build, but now it’s time for me to fully shift from doing to leading
9.
How long have you been building this business?
- A.
  Just starting to about 6 months
- B.
  6 months to 1 year
- C.
  1 to 2 years
- D.
  2 to 4 years
- E.
  4 or more years

Quiz Outcomes

1.
Stage 1
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Based on your answers, you are most likely at the Ideation Stage of business. The primary focus is exploring the possibilities of what kind of business you want to build and start defining who you serve, how you serve them, and why. What does it mean to be at the Ideation Stage?You feel the soul calling that you're here to do something meaningful and right now there are so many possibilities that it's hard to figure out where to focus. You may be changing your offers, your messaging, and who you serve, testing many directions without a clear way to decide between them. That's not a flaw. It's the nature of ideation.What you have already accomplished. You've honored the calling on your heart to help people. You've started, you're experimenting, and you're actively searching for clarity, which many people never do.Your Human Design Focus for this StageFocus on: Type, Strategy and Authority, and the Quarter of your Incarnation Cross.At the Ideation Stage, the key to momentum is learning to make aligned decisions instead of following what worked for someone else. Your Type and Strategy tell you how you're meant to interact with others, your Authority tells you how to make a correct decision from your own body rather than your mind, and the quarter of your Incarnation Cross points to the broad theme of your life purpose. Together these give you a trustworthy way to choose a direction, which is exactly the work of this stage.Common Activities Keeping Founders Stuck at this StageMost founders here are exerting a ton of energy but not intentionally directing it. They are pouring energy into launching random offers, changing their direction, possibly making some sales but often every offer is custom, and consuming programs without taking action; hoping the right idea will announce itself instead of claiming what you are going to create. What Needs to be Completed at this Stage• Write the first draft outline defining who you serve, how you serve them, and the why fueling your mission. • Learn your Type, Strategy, and Authority, and start making real business decisions from your Authority so deciding stops feeling like guessing.• Identify the quarter of your Incarnation Cross and let its theme guide the broad direction of what you build.• Choose one direction and one core idea to carry forward, and give yourself permission to set the others down for now.• Begin the first outline of your business plan, so your idea starts becoming a real, buildable direction.Top 3 Things that Create MomentumMaking one clear decision about your direction, and committing to it long enough to test it.Using your Human Design Authority to choose, so you trust the decision instead of second-guessing it.Getting your idea out of your head and onto paper as the beginning of a business plan.Top 3 Things that Stall MomentumStaying in research and experimenting mode, collecting possibilities instead of claiming the vision.Not niching or committing, keeping every option open because choosing feels risky.Resisting decision making instead of aligning to how you're uniquely designed.Your Next Move to Create MomentumStart outlining your initial business plan. In order to create momentum and move to the next stage, you need to start defining key aspects of your business plan. At the Ideation Stage, that means explaining, on physical or virtual paper, why you are starting this business, the person you serve, and the problem you solve. You don't need a polished document yet. You need a first draft that turns scattered ideas into an initial structure you can build on.What Happens at the Next Stage?Once you've completed these activities, you are ready to move into Stage 2: Validation. This is where internal conviction needs to become a validated model. Instead of wondering whether you've chosen right, you'll be validating your offer in the real market, building your first financial and business plan, and gathering the external proof that matches what you already know inside. This is where your outline turns into a viable business plan, and the scattered feeling becomes a grounded sense of yes, this is the thing and I know it will work. Learn more at the Spiritual Business Incubator.
2.
Stage 2
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Based on your answers, you are most likely at the Validation Stage of business. This where you are testing and validating your idea, often changing how you position and deliver your offer, to prove that your idea is viable in the real market and building the foundation to support it.What does it mean to be at the Validation Stage?You have real internal conviction. You know you're meant for something big, and you can generally define who you serve, how, and why. What you don't have yet is proof. You're carrying an energetic uncertainty about the future because you haven't validated your offer in the market, and you're ready to change that.What you have already accomplished. You've moved past ideation. You've made the decision most founders avoid: you've committed internally to a direction and an audience.Your Human Design Focus for this StageFocus on: Profile, Environment, the fractal lines within your Profile, and your Incarnation Cross with attention to your Mercury gates.Validation is about testing your service and positioning in the market and how you communicate it. Your Profile and its fractal lines show you how you're designed to be seen and to build relationships, which shapes how you test and refine your offer with real people. Your Environment tells you where you do your best work and make your clearest decisions, which matters enormously while you validate. Your full Incarnation Cross names your life purpose, and your Mercury gates describe what you are here to speak about and teach, which is the raw material of your messaging.Common Activities Keeping Founders Stuck at this StageMost founders here are eager to launch and start selling, or they stall in perfectionism, endlessly polishing before anyone has said yes. The real work is validating in the market and building a foundation on purpose rather than piecemeal.What Needs to be Completed at this StageConduct business validation activities, like market research, confirming the offer is viable before you commit for the long run.Write your first comprehensive business plan and financial forecast. Contemplate your full Incarnation Cross as the throughline of your purpose, and connect how the mission statement of your business to it. Study your Human Design Profile and fractal lines, and use them to shape how you show up, connect, and test your offer with real people.Identify your Human Design Environment and deliberately do your validation work and decision making from settings that support you.Top 3 Things that Create MomentumGetting your offer in front of real people and gathering honest feedback, instead of refining in private.Writing a complete business plan and financial plan so your conviction becomes a viable, proven model.Landing your first repeatable sales on one core offer, which is the external proof you've been seeking.Top 3 Things that Stall MomentumPerfecting the offer, the brand, or the website instead of testing it in the market.Skipping the business plan and financial plan, so you commit before you actually know it's viable.Seeking endless outside opinions instead of validating with paying clients.Your Next Move to Create MomentumWrite a comprehensive business plan and financial forecast. The most important thing you need before you move to the next stage is a complete business plan with initial sales activity. In Validation, this is where your internal conviction of how you want to help people becomes a plan you work to prove or disprove. Writing it, and testing its assumptions in the market, is what turns a good idea into a viable business you can commit to for the long run.What Happens at the Next Stage?With validation behind you, you enter Stage 3: Launch. The question is no longer whether the offer works, it's how to deliver it consistently and be known for it. You'll commit fully to one primary offer, build the systems and habits that fill your funnel, and create the accountability that carries you through the repetitive work. This is where a validated idea becomes a real, sustaining business rather than a monetized hobby.Learn more at the Spiritual Business Incubator.
3.
Stage 3
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Based on your answers, you are most likely at the Launch Stage of business. This is where you are officially putting your services into the world in a consistent way. This is where you commit to a primary niche & service area and build the systems that let you deliver it again and again.What does it mean to be at the Launch Stage?You've validated that your core service and offer is viable, aligned, and something you enjoy. Now you're committing to selling it for the next year and intentionally becoming known for it. You are clear on the specific people you serve and where to find them. What you need now is consistency: the habits, systems, and support to fill your funnel and do the repetitive work that builds a business rather than a monetized hobby. You've committed to the long game. You've chosen your offer, your leadership, and your direction, and you've stopped starting over. This is where roots start to take hold. Your Human Design Focus for this StageFocus on: Your defined centers and your defined channels.Launch stage is about consistency, and consistency comes from working with your reliable, dependable energy rather than against it. Your defined centers are the parts of you that are fixed and consistent, the aspects of your energy you can count on every day. Your channels describe your specific life force and the gifts you carry through your work. When you build your marketing, sales, and delivery rhythm around your defined centers and channels, the repetitive work stops draining you, because you're running it on the energy you were designed to sustain.Common Activities Keeping Founders Stuck at this StageMost founders here keep tweaking the offer or chasing the next new idea, because the repetitive work of consistency feels less exciting than creating. The real work is doing the same valuable things, on a rhythm, until they compound.What Needs to be Completed at this StageTurn your business plan into a working strategic operating plan, with clear rhythms for how you market, sell, and deliver for the next year.Build a repeatable marketing and sales plan, choosing activities that fit your defined energy so you can sustain them.Create the systems and habits that fill your funnel and deliver a primary offer consistently.Map your defined centers and design your weekly rhythm around the way your energy uniquely flows.Study your channels and key gates and refine your offer and messaging into the specific gifts they describe.Top 3 Things that Create MomentumCommitting to one primary offer and resisting the pull to build something new.Building a marketing and sales rhythm you can actually sustain, matched to your defined energy.Putting accountability and support in place so the repetitive work reliably gets done.Top 3 Things that Stall MomentumReinventing the offer or adding new ones instead of getting known for one thing.Marketing in bursts and then going quiet, so momentum never compounds.Trying to do consistent work alone, with no accountability or support, until you burn out or drift.Your One Move to Create MomentumYour business plan becomes your operating plan. In Launch, your business plan evolves from a validation tool into a working operating plan. It now defines your one primary offer and the repeatable rhythms for marketing, selling, and delivering it. Refining it here is what turns a validated idea into a business that runs on consistency instead of inspiration.What Happens at the Next Stage?After you create consistent revenue and operations, you enter Stage 4: Growth. Here the business is steady and known, but it still depends on you while you, and the invitation is to build a team that genuinely owns parts of it. This is where you put fuel on the fire. You'll define roles, write the SOPs and workflows that let others carry the work, and begin making data-informed decisions supported by your intuition and timing. Growth Stage is where you stop being the whole business and start becoming its leader.Learn more at the Spiritual Business Incubator.
4.
Stage 4
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Based on your answers, you are most likely at the Growth Stage of business. The focus of this stage is infrastructure: building systems and a team that run parts of the business so it no longer depends entirely on you.What does it mean to be at the Growth Stage?You've created consistency, and you know the outcomes you deliver are good. But the business still largely depends on you. You may have one or two contractors pieced together, and you're ready for something bigger: a team whose members truly own parts of the business, and an offer that reaches new markets, platforms, and audiences. You've committed to the long game. You've built a consistent, known business. You've proven the model and generated reliable income. This is where the roots go deep.Your Human Design Focus for this StageFocus on: A full Incarnation Cross assessment, deepening your Profile embodiment, your undefined centers, and your Environment.Growth Stage is where you pour fuel on the fire. You step into more leadership, asking you to know both your genius and your capacity edges. A full assessment of your Incarnation Cross clarifies the larger role you're here to play, so you can lead from purpose. Maximizing your Profile sharpens how you show up as a visible leader and delegator. Your undefined centers are where you take in and amplify others, which is exactly where you can be conditioned or make reactive decisions, so knowing them protects your strategic judgment as you build a team. And your Environment continues to shape where you make your best decisions as the stakes rise.Common Activities Keeping Founders Stuck at this StageMost founders here keep doing the work themselves because it feels faster than training someone, or they hire reactively or emotionally without clear roles and deliverables defined. The real work is building intentional infrastructure and starting to build a team that owns outcomes.What Needs to be Completed at this StageComplete a full Incarnation Cross assessment and let the larger purpose it names guide your expansion strategy.Maximize your Profile, using how you're designed to be seen and to lead as you step into a more visible role.Study your undefined centers so you can recognize conditioning and keep your decisions clear while building a team.Define roles, job descriptions, SOPs, workflows, and KPIs, and start making data-driven decisions supported by intuition and timing.Build a strategic growth plan that directs how you invest revenue or funding into team and infrastructure.Top 3 Things that Create MomentumHiring intentionally into defined roles, so team members own outcomes rather than just tasks.Defining KPIs, documenting SOPs, and mapping workflows so the work no longer lives only in your head.Following a strategic plan that guides where you focus your time, energy, and money for the next level of growth.Top 3 Things that Stall MomentumStaying the bottleneck by holding onto work instead of delegating real ownership.Hiring reactively without roles, KPIs, or a plan, then feeling let down by the team.Growing on instinct alone, without a strategic plan to direct the reinvestment.Your One Move to Create MomentumCreate an initial one year strategic plan. At this stage, your comprehensive business plan matures into an intentional strategic plan based on time, energy, and money. Now that you’ve proven the model, it's time to start directing its growth: how you build the team, intentionally re-invest revenue or seek external funding, and expand into new markets. This strategic plan is what lets you scale with precision instead of letting growth happen to you.What Happens at the Next Stage?When the team and infrastructure are in place, you arrive at Stage 5: Scaling. The business runs to your standards without you, led by people who own their functions, and your work becomes vision, leadership, and stewardship. You'll formalize handbooks, outcome-based roles, and strategic rhythms, and you'll protect deliberate space for vision and creativity. Scaling is the shift from doing and building into leading and allowing your business to run without you.Learn more at the Spiritual Business Incubator.
5.
Stage 5
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Based on your answers, you are most likely at the Scaling Stage of business. The focus of this stage is visionary leadership: guiding a whole organization that runs to your standards without your constant attention.What does it mean to be at the Scaling Stage?Your business is known in its industry and clients find you easily. Your delivery and sales can run largely without you. What's calling you now is the shift from doing and being into leading and allowing yourself to be fully supported, surrounded by a leadership team and running to standards you set. You've built a business that operates. You've created the infrastructure, consistency, and reputation that most founders only imagine.Your Human Design Focus for this StageFocus on: A deep knowing and embodiment of your Type, Profile, Incarnation Cross, centers, and Environment, especially for yourself and optimally also for your key team members.Scaling is about leading a whole organization in alignment, which means Human Design becomes a leadership and culture tool, not only a personal one. At this stage you embody your own design so fully that leading from it is second nature, and you begin to understand your team members' designs as well, so you can place people in roles that fit their energy, build a leadership team whose designs complement yours, and create a culture where everyone works in alignment. This is how a founder-dependent business becomes a self-sustaining, aligned organization.Common Activities Keeping Founders Stuck at this StageMost founders here struggle to let go, staying involved in delivery and decisions out of habit or identity. The real work is shifting fully from doing to leading, and letting yourself be supported by a capable leadership team.What Needs to be Completed at this StageDeepen your embodiment of your own Type, Profile, Incarnation Cross, centers, and Environment until leading from them is second nature.Learn the designs of your key team members and place people in roles that fit how they're energetically built to work.Build a leadership team whose designs complement yours, covering your undefined centers with their defined strengths.Codify handbooks, policy manuals, outcome-based roles, and formal reviews so the organization runs at your standard without you.Establish a strategic planning rhythm and protect deliberate space for your creativity and vision.Top 3 Things that Create MomentumFully shifting from doing to leading, and trusting your leadership team with real authority.Codifying standards, handbooks, and outcome-based roles so quality holds without you.Running a regular strategic planning rhythm that keeps the vision ahead of the operations.Top 3 Things that Stall MomentumHolding onto delivery or decisions out of habit, keeping yourself indispensable.Leading without a strategic rhythm, so the company drifts once it runs without you.Neglecting to protect space for vision, so you manage the business instead of leading it.Your One Move to Create MomentumWrite a detailed, multi-year strategic plan that leads the organization. In the Scaling Stage, the strategic plan becomes the instrument you lead through. It sets the vision, the standards, and the direction that your leadership team executes without you. Running a strategic planning rhythm here is what keeps you in the visionary seat and the organization aligned to where you're taking it next.What Happens at the Next Stage?From here, the horizon is stewardship and legacy, at Stage 6: Sustain or Exit. With the organization running in alignment without you, your focus turns to vision, impact, and the question of what this business is ultimately here to create in the world, including how and when you might eventually transition out of it. You lead from the seat you were always meant to hold.Learn more at the Spiritual Business Incubator.