Your Vital Advantage Quiz – Alt P – Leadership & Teams Development

Discover what’s holding your business back and exactly where you need to focus to realise your ambitions. This strategic evaluation takes just 2 minutes to complete. By identifying your hidden barriers, we will uncover your key areas of opportunity for growth and map out a clear path forward. A few moments after you hit submit, a personalised copy of your assessment results will be delivered straight to your inbox, highlighting the exact areas you need to focus on next.

Vital Advantage Evaluation Questionnaire

First name

Last name

How many people are currently in your Business?

Just me / Sole Trader

2 to 10 people

11 to 50 people

21 to 200+ people

Annual Turnover

Under £100K

£100K to £500K

£500K to £2M

£2m to £10M+

A major shift or new competitor hits your market. How ready is your business to react?

We are fully ready. We regularly plan for future market shifts. We simply activate a backup plan and change direction smoothly.

It catches us by surprise. We focus all our energy on keeping daily operations steady. We gather data before we make any safe, slow changes.

We drop into high-stress firefighting mode. We rush to defend our cash flow using old tactics because our business model hasn't changed in years.Option 3

We don't even notice the shift at first. We are too buried in the daily grind to look at competitors or the changing market.

How does your business handle strategic planning and long-term development?

Strategy is a continuous habit. We adjust our business model throughout the year to match market changes, customer needs, and the world around us.

We follow a standard annual planning cycle. We set goals in January and spend the rest of the year working hard to hit those exact targets.

We stick to the same operational playbook that worked for us in the past. We keep doing it even though our profit margins are getting tighter.

We do not have a formal plan or long-term strategy. We run the business day-to-day and react to problems as they pop up.

How do you balance immediate cash needs against long-term business growth?

We strictly lock away time and money for future growth. Immediate daily pressures are never allowed to get in the way of our long-term goals.

We pay for our daily running costs first. If there is spare profit left over at the end of the year, we invest it back into the business.

We focus entirely on making quick revenue today. We keep delaying vital investments in our technology, systems, and brand.

We have no budget system. We spend cash reactively on whichever bill or operational emergency screams the loudest.

When a potential client compares your business to your direct competitors, how do they react to your pricing?

Our value is completely clear. They see us as the undisputed leader in our niche, allowing us to confidently charge premium rates without pushback.

They see us as a safe, highly reliable option. They happily pay our standard rates, but we still have to justify our pricing if a competitor quotes lower.

We look and sound almost identical to our competitors. This regularly drags us into painful price wars and discounting just to win the client.

We are completely invisible in the market. We struggle to win clients at any price because our messaging has lost all modern relevance.

How consistent is your marketing at driving predictable business growth?

Highly predictable. We have built high-value assets like insights, guides, or unique frameworks. These naturally attract and pre-sell ideal clients at scale.

Baseline visibility. We stay active by ticking standard marketing boxes. We send regular newsletters, post on social media, and do basic networking.

Frantic and sporadic. We only market in sudden bursts when our pipeline runs completely dry, or we pass it to a junior helper just to keep it moving.

Non-existent. We have no marketing assets and do no consistent market activity. We rely entirely on unpredictable word-of-mouth.

How well does your core product or service adapt to the changing needs of your clients?

We stay ahead. We constantly gather real client feedback to update our delivery. Our service always solves our buyers' most valuable, urgent problems.

We react to requests. Our core service is steady and dependable. We will happily customise or tweak it whenever an individual client asks us to.

We are slow to move. We still sell the exact same service using old delivery methods, even though clients are starting to ask for faster solutions.

Our offer is completely rigid. We refuse to update how we do things, and we are rapidly losing relevance in the market.

How does your team naturally handle their daily work, mistakes, and accountability?

Trust is absolute. Everyone takes real pride in the business, works together naturally, and delivers high standards. If a mistake happens, people own it instantly without fear of blame.

They are a reliable, professional group. They do a good job within their specific roles, but it feels like a standard job rather than a shared mission. Mistakes are fixed quickly but framed softly to protect reputations.

People stick strictly to their own tasks and departments. They rarely cross-collaborate, and mistakes are routinely swept under the rug or hidden until a manager discovers them.

The atmosphere is highly stressed. Communication is defensive, cliques form to protect themselves, and mistakes trigger intense finger-pointing and blame-shifting.

Can your management team run the business effectively when you are not there?

Yes, completely. The management team owns our strategic goals. They track their own weekly metrics and solve complex problems without me.

Yes, for daily tasks. They keep the wheels turning smoothly. However, they still stall and wait for my final sign-off on any unusual or high-value decisions.

No, progress slows down. The managers lack the confidence or clear authority to make firm calls, so projects drag when I am away.

Not at all. The business depends entirely on me pulling every single lever. If I step away, daily execution stops.

How well are your company's core values actually lived and used to drive daily behaviour?

Our values are fully alive. The leadership team actively role-models them, we reward people who live them, and anyone who breaks them is immediately called out by the team.

We have a solid set of professional guidelines that everyone generally follows to keep the workplace peaceful and respectful. We rarely call them out explicitly, however.

It is mostly corporate lip service. We have core values written on a document somewhere, but daily behaviours are actually driven by short-term pressures and personal habits.

Our company values and behavioural standards are completely undefined. There is no shared baseline for how people are expected to treat each other or the work.

Do the individuals in your business have absolute clarity about their roles when putting a new plan into action?

Yes, flawlessly. Every single person has total clarity. Each knows their specific responsibilities and understands exactly how their individual part fits into the whole picture.

Mostly. People know their primary duties and work hard, but when things change, there is still a gray area where people are unsure who is fully responsible for what.

Poorly. People understand their basic daily tasks, but they have no real idea how their work connects to anyone else's or what the wider plan requires.

Not at all. Roles are completely muddled. People bump heads, duplicate efforts, or drop critical tasks because no one knows who is actually in charge of what.

If you asked everyone in the business what the long-term vision is, and if it is compelling, what would they say?

A unanimous 10 out of 10. Every single person can tell you exactly where the business is heading, and they are all genuinely excited and motivated by that future.

Around a 6 or 7 out of 10. They understand our general growth targets and want us to win, but the bigger vision isn't something that deeply inspires their daily work.

A weak 3 or 4 out of 10. They have heard the long-term goals mentioned in passing, but it feels like talk that has nothing to do with their actual reality.

A zero. No one has any idea what the long-term plan is. They are working completely in the dark, moving from one day to the next.

How smoothly do your people talk, share information, and work together on a daily basis?

Like a well-oiled machine. Information flows perfectly across the entire business. There are zero communication blockages, false assumptions, or misunderstandings.

Acceptably. We get the work done well, but we still suffer from occasional communication gaps, dropped balls, and people making false assumptions about each other's work.

Separately. We function as isolated silos. Misunderstandings are frequent, and a massive amount of time is wasted fixing mistakes caused by poor communication.

Total chaos. Friction is constant, assumptions completely replace facts, and the team is in a permanent state of misunderstanding.

What is currently the single biggest operational bottleneck or capacity drain in your business?

if you could wave a magic wand and solve exactly one execution problem by tomorrow morning, what would it be?

Is there anything else you'd like to add?