Frankly Inspired

Free Diagnostic

Leadership & Operations Score

12 quick questions across governance, leadership succession, organizational alignment, and change capacity, each grounded in named research from BoardSource, the CompassPoint/Meyer Foundation "Daring to Lead" study, McKinsey's Organizational Health Index, and Harvard Business School's Kotter change model. Takes about 7 minutes. This is the deeper follow-up to the Leadership & Organizational Development pillar in the free Self-Assessment: jump in below, or start there first for the faster 7-minute version.

Section 1 of 4: Governance Health

How to answer: choose the level you could show evidence for
1 · Not in place
We don't do this.
2 · Talked about
Discussed or planned, but not started.
3 · Informal
It happens, but isn't written down or consistent.
4 · Documented
Written down and in regular use; you could show it.
5 · Verified
Routine and reviewed; it would hold up if a funder or board checked.

If you're between two levels, pick the lower one. An honest score is more useful than a flattering one. How scoring works.

1. Governance Health

Based on BoardSource's "Leading with Intent" national board-practices research.

Our board recruits deliberately, using a written profile of the skills, perspectives, and community relationships our mission needs.
Board members have written expectations that include advocating for our mission, not just fundraising and compliance, and they meet them.
Board agendas set aside real time for strategy and organizational direction at most meetings, not just reports and fundraising updates.

2. Leadership Succession & Bench Strength

Based on CompassPoint & the Meyer Foundation's "Daring to Lead" national study of nonprofit executive leadership.

We have a documented, board-approved plan for what happens if our Executive Director leaves unexpectedly.
A specific staff member has been named, and prepared, to step in as interim leader if our Executive Director left unexpectedly.
Our organization actively invests in developing future leaders (training, mentorship, real delegated authority) rather than concentrating leadership in one person.

3. Organizational Alignment & Execution

Based on three outcomes from McKinsey's Organizational Health Index (OHI): Direction, Accountability, and Capabilities.

Our top priorities for this year are written down and shared with staff at every level, so anyone on the team could name them.
Roles, decision rights, and performance expectations are clearly defined and consistently followed.
Staff skills and training needs are reviewed regularly, and gaps are actively addressed.

4. Change Leadership Capacity

Based on John Kotter's 8-Step Change Model (Harvard Business School, "Leading Change").

When we take on a major change, leadership deliberately builds urgency and a guiding coalition to drive it, rather than mandating it top-down.
We communicate a clear vision for change and track visible short-term wins along the way, not just a distant end goal.
We make changes stick by building them into roles, routines, and policies, so they hold after attention moves elsewhere.