Get Your Business Sorted - Assessment

The Free Assessment

Find out which area of your business is holding you back.
In 5 minutes, identify the biggest constraint affecting growth, profitability, and control.

5 Minutes

Quick and easy assessment

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See your scores across the six stages

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How Sorted Is Your Business?

Take the Get Your Business Sorted Assessment and identify the next constraint holding your business back.

Step 1 of 6

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Stage 1: Strategic Direction

Outcome: Focus. This section is about having a clear direction and knowing where your business is headed. It looks at your vision, goals, priorities, and whether your team understands what success looks like.

1. How clear is your vision for where the business will be in 3-5 years?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This is about whether you can clearly describe what you want the business to look like in the longer term.

2. How well defined are your business goals for the next 12 months?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

When opportunities or challenges come up, are decisions guided by a written plan or mostly made on the fly?

3. How consistently do you make decisions based on a documented strategy?(Required)

Never

Rarely

Sometimes

Often

Always

When opportunities or challenges come up, are decisions guided by a written plan or mostly made on the fly?

4. How clearly does your team understand the direction of the business?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Your team should understand where the business is heading and what matters most right now.

5. How effectively do you prioritise opportunities and projects?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Some opportunities are worth pursuing, while others can become expensive distractions.

6. How often do you decline opportunities that don't align with your goals?(Required)

Never

Rarely

Sometimes

Often

Always

Good strategy often means saying no to things that pull you away from the bigger plan.

7. How confident are you that everyone is working towards the same objectives?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Look at whether people across the business are pulling in the same direction.

8. How much of your time is spent on activities that move the business forward?(Required)

None

Little

Some

Much

All

This focuses on strategic work such as planning, leadership, and improvement, rather than daily firefighting.

9. How clearly have you defined your ideal customer?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

A strong answer means you know exactly who you serve best and who is the right fit for your business.

10. How regularly do you review and update your business plan?(Required)

Never

Rarely

Sometimes

Often

Always

A useful business plan should be a working tool that changes as the business evolves.

Stage 2: Measure

Outcome: Control. This section is about understanding what is happening in your business. It looks at financial performance, key metrics, reporting, and whether you have the information needed to make good decisions.

1. How well do you understand the key numbers that drive your business?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This includes the numbers that tell you whether the business is healthy, profitable, and moving in the right direction.

2. How regularly do you review your financial performance?(Required)

Never

Rarely

Sometimes

Often

Always

This could include reviewing profit, expenses, cash flow, or other financial reports.

3. How frequently do you review gross profit margins?(Required)

Never

Rarely

Sometimes

Often

Always

Gross profit margin shows how much money is left after delivering your product or service, before overheads.

4. How confident are you in your cash flow forecasts?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This is about knowing what money is coming in, what is going out, and whether cash could become tight.

5. How easily can you identify your most profitable products or services?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

Some products or services may generate more profit than others, even if revenue looks similar.

6. How effectively do you track sales activity and conversion rates?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This looks at how well you measure leads, enquiries, sales, and conversion performance.

7. How much do you rely on data rather than gut feel when making decisions?(Required)

None

Little

Some

Much

All

Strong businesses use judgement, but good numbers help support better decisions.

8. How easily can you identify a problem using your business numbers?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

Good reporting helps issues stand out early, before they become serious problems.

9. How clearly do team members understand the numbers relevant to their role?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

People perform better when they understand the numbers that matter in their area.

10. How useful are your dashboards or reporting systems?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Useful reporting should help you spot trends, make decisions, and take action quickly.

Stage 3: Execute

Outcome: Ownership. This section is about getting things done consistently. It looks at accountability, decision-making, communication, and whether people take responsibility for their roles and commitments.

1. How clearly are responsibilities assigned across the business?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Everyone should know who owns what, with as little confusion or overlap as possible.

2. How well do team members understand what is expected of them?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This includes clarity around responsibilities, standards, priorities, and performance expectations.

3. How reliably are priorities completed on time?(Required)

Never

Rarely

Sometimes

Often

Always

This looks at whether the important work actually gets done when it is supposed to.

4. How often do tasks require owner follow-up before they are finished?(Required)

Never

Rarely

Sometimes

Often

Always

Frequent chasing usually points to unclear ownership or weak accountability.

5. How confident are you that staff take responsibility for results?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Strong teams take ownership of outcomes, not just individual tasks.

6. How effectively do meetings lead to action and accountability?(Required)

Never

Rarely

Sometimes

Often

Always

Good meetings should result in clear decisions, actions, and follow-through.

7. How consistently are projects delivered on time?(Required)

Never

Rarely

Sometimes

Often

Always

This includes both internal projects and client-facing work with deadlines.

8. How willingly do people take ownership when things go wrong?(Required)

Never

Rarely

Sometimes

Often

Always

A healthy culture focuses on solving problems rather than blaming others.

9. How easily can the business operate when you are unavailable?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

This reflects how dependent the business still is on you for day-to-day decisions.

10. How strong is the culture of accountability within the business?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

In accountable businesses, people do what they say they will do.

Stage 4: Systemise

Outcome: Consistency. This section is about creating repeatable ways of working. It looks at documented processes, standard procedures, training, and whether the business can operate reliably without constant intervention from the owner.

1. How well documented are your key business processes?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This includes the core processes that keep the business running day to day.

2. How easily can a new employee learn their role using existing documentation?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

Good systems make onboarding easier and reduce reliance on verbal training.

3. How consistently does your team deliver a good customer experience?(Required)

Never

Rarely

Sometimes

Often

Always

Customers should have a similar experience regardless of who serves them.

4. How regularly are processes reviewed and improved?(Required)

Never

Rarely

Sometimes

Often

Always

Strong systems are reviewed regularly and improved as the business changes.

5. How much of the business relies on knowledge stored in people's heads?(Required)

None

Little

Some

Much

All

If key knowledge lives only in people’s heads, the business becomes more vulnerable.

6. How effectively do your systems reduce mistakes and rework?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Good systems should reduce errors, improve quality, and save time.

7. How consistently do staff follow agreed procedures?(Required)

Never

Rarely

Sometimes

Often

Always

Documented processes only help if people actually use them.

8. How clearly are quality standards defined?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

People need to know what good looks like in order to deliver consistent results.

9. How up to date is your process documentation?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Outdated documentation can create confusion and lead to inconsistent work.

10. How resilient would the business be if a key employee left tomorrow?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

This reflects how dependent the business is on individual people rather than good systems.

Stage 5: Automate

Outcome: Capacity. This section is about reducing manual effort and making better use of technology. It looks at automation, software integration, efficiency, and whether routine tasks can happen without human involvement.

1. How much repetitive work has been automated in your business?(Required)

None

Little

Some

Much

All

This includes routine tasks that happen automatically without someone needing to do them manually each time.

2. How often is information entered only once and reused automatically?(Required)

Never

Rarely

Sometimes

Often

Always

Re-entering the same information in multiple places usually signals an automation opportunity.

3. How well do your software systems integrate with each other?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Good integration means systems share information smoothly without manual copying or double handling.

4. How much staff time is spent on manual data entry?(Required)

None

Little

Some

Much

All

High manual data entry often points to inefficiency, duplication, or disconnected systems.

5. How automated is your customer follow-up process?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This includes things like enquiry responses, reminders, follow-up emails, and customer communication.

6. How automated is your business reporting?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Good reporting should be generated quickly with minimal manual work.

7. How effectively does technology improve efficiency in your business?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

The real question is whether your technology saves meaningful time and effort.

8. How effectively has automation reduced errors?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Good automation reduces human error, inconsistency, and avoidable mistakes.

9. How regularly do you identify new automation opportunities?(Required)

Never

Rarely

Sometimes

Often

Always

Businesses that improve steadily are always looking for tasks that could be simplified or automated.

10. How confident is your team using the technology available to them?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Even good systems deliver poor results if people are not comfortable using them.

Stage 6: Grow

Outcome: Scale. This section is about building a business that can grow sustainably. It looks at sales, marketing, capacity, leadership, and whether the business can expand without creating additional stress for the owner.

1. How easily could revenue increase without requiring more owner hours?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

True growth means revenue can increase without relying entirely on you working more hours.

2. How repeatable is your lead generation process?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

A repeatable process means leads are generated consistently, not just through referrals or luck.

3. How consistently do you follow a defined sales process?(Required)

Never

Rarely

Sometimes

Often

Always

A clear sales process improves consistency and usually leads to better conversion rates.

4. How effectively do you evaluate growth opportunities?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Not every growth opportunity is a good fit, so strong businesses assess risk, return, and alignment.

5. How easily can new team members be onboarded?(Required)

Not easily

Slightly

Moderately

Mostly

Very easily

Fast, effective onboarding makes growth much easier and reduces disruption.

6. How well is profitability maintained during growth?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

Growth is only valuable if margins and profitability remain healthy as the business expands.

7. How much leadership responsibility is shared across the business?(Required)

None

Little

Some

Much

All

Growth becomes easier when leadership is distributed rather than centred on one person.

8. How prepared is the business to handle increased demand?(Required)

Not at all

Slightly

Moderately

Mostly

Completely

This includes capacity, systems, team capability, and operational readiness.

9. How deliberately do you plan for growth?(Required)

Never

Rarely

Sometimes

Often

Always

Sustainable growth usually comes from intentional planning rather than reactive decisions.

10. How much of your time is spent leading the business rather than working in it?(Required)

None

Little

Some

Much

All

This reflects whether your focus is on leadership, strategy, and growth rather than daily operations.