Our vision is written, well-known across the business, and actively used to align decisions and actions at every level.

I consistently dedicate at least one-third of my time to strategic, big-picture work — not just daily operations or putting out fires.

I have a well-defined exit strategy, and my business could continue or transition successfully even if I were suddenly unavailable.

We consistently achieve healthy year-on-year growth in sales revenue.

Our profits exceed industry averages, we have no cash flow challenges, and we're financially prepared for an economic downturn.

Our brand is clearly defined and resonates with our customers, creating a strong emotional connection that leads to loyalty and repeat business.

We use Key Performance Indicators (KPIs) to monitor business performance and review them weekly to guide our decisions.

We regularly track customer service performance and use the results to improve our operations and strengthen customer loyalty.

We have a rhythm of meetings, reviews and follow-ups that ensures consistent execution of our priorities across the organisation. 

My partners and family members who work in the business are fully aligned on its direction and there is no significant conflict.

I have reached my work-life balance goal, or have a clear plan in place for how I will achieve it.

On average, I spend at least one third of my time each week on the strategic or big-picture areas of my business. Most weeks, I do not spend my time putting out fires and doing work that an employee at a lower rate of pay could do just as well.