How to find out whether your leadership team sees the same business
The efficiency programme delivered. Cost came out, capacity was freed, and the savings are in writing. Growth has not followed, and nobody can say exactly why.
So the search starts. Pipeline coverage. Pricing. Sales capacity. Another tool. Each one is a reasonable place to look, and each one takes a quarter to rule out.
What the search rarely reaches is the space between functions. Not because anyone is hiding it, but because it does not sit in anyone’s objectives and does not appear on a budget line. Work that belongs to everyone gets started by no one.
Why you cannot simply ask
You cannot put the question to the room and expect a straight answer. Your commercial director is not going to tell a leadership meeting that the segmentation marketing builds is not the one sales sells against. It would sound like an accusation, and everyone has a quarter to get through.
A scored assessment makes that worse rather than better. The moment there is a grade attached, people answer to protect their function. You end up with a number everyone can live with and nothing anyone will argue about.
That is why the Relativity Growth Index™ has no score in it. Nobody is being graded, so there is no reason to manage the answer.
How it is built
It comes in two parts, and the two parts are the whole idea.
Part one asks about what you are already living. Margin and pricing. Whether teams are aligned. What happens to decisions once they have been made. Eleven statements, about two minutes. These are symptoms, and most leaders already know which one is heaviest.
Part two goes underneath them. Sixteen dimensions across three layers: eight conditions that determine whether a business is legible to its own people, four growth outcomes those conditions drive, and four capacities that determine whether a team can act on what it finds. You place each on a stage from reactive to adaptive, based on a specific recent example rather than a general impression. About ten minutes.
The part that makes it worth twelve minutes
It then cross-references the two halves, and that is where the value sits.
Something you feel in part one and place low in part two is a likely root cause. The symptom and the structure point at the same place, which is the strongest hypothesis a self-assessment can give you.
Something you place low but do not feel yet is debt you have not met. It is not costing you today. It will.
And something you feel strongly but place high is real, but not structural where you assumed it was. Which saves you a quarter looking in the wrong place.
What comes back
Not a rating. A one-page read: your heaviest signal, where your answers converge, whether you have the capacity to act, the shape you are in, and three questions for your next leadership meeting.
Questions rather than recommendations, because what to do depends on things no tool can see from outside. They are drawn from wherever you placed your system lowest, with converging evidence first, and they are deliberately specific. “Name a decision we changed in the last quarter because of something we measured” is a harder question to talk around than it looks.
There is also a map of all sixteen dimensions, which you can print or screenshot.
There is no account, no server and no database. Nothing you tick is sent anywhere. Your answers stay in your own browser, which also means you can stop and come back.
What it actually measures
Be clear about what it is doing. It does not assess your business. It assesses whether your business is legible to the person answering, which is a different and more useful question.
Done on your own, it is useful. There is a second way to do it that costs nothing extra and changes the conversation.
Four people, separately
Complete it yourself. Then ask three colleagues in different functions to complete it separately, without discussing it with each other or with you beforehand. Sales, operations, finance, customer success, whoever genuinely touches the customer from a different angle than you do.
Then compare the maps rather than the headlines. A difference of one stage is not yet a disagreement. A dimension where two of you are at opposite ends of the scale is.
Most leadership teams expect to find out how well they are doing. What they actually find out is how differently four capable people see the same business. Nobody is wrong. Each person is reporting accurately from where they sit. The spread between them is the finding, because every wide gap is a place the organisation has been relying on an assumption that only some people hold.
What to do with it
Put the maps in front of the people who filled them in. Do not present conclusions. Ask each person to explain the dimension they placed lowest, and the specific example they had in mind when they placed it.
You will not have the answer at the end of that hour. You will have the most likely place it sits, the evidence pointing there, and three questions that get it onto the table. That is enough to change something this quarter instead of spending another one ruling out a symptom.
The Growth Index is free, takes between two and twelve minutes depending on how far you go, and stores nothing. If you would like a structured reading of what yours appears to say, there is a thirty-minute review you can book from the result page. It is not a sales call.
