Look at the evidence
Sample the last five questions that needed your involvement.
Identify which required your unique authority and which lacked another input.
Compare the pattern across direction, decisions, delivery, data and leadership.
A case to think through
A founder returns from a day away to a queue of routine choices. That suggests a dependency to investigate, but does not establish whether the cause is authority, capability or information.
This is a hypothetical operating example, not a client result.Avoid a misleading conclusion
Working long hours alone does not prove structural dependency; temporary demand or a chosen specialist role may explain some involvement.
Direction concerns shared priorities and the ability to make trade-offs. Compare what people say with where time and resources actually go. A clear document is helpful, but the stronger evidence is a real choice made coherently when competing demands arrive without the founder supplying the answer.
Your evidence check
Bring supporting and contrary examples. A self-reported answer is a starting point; these notes do not calculate or validate a score.
| Prompt | Notes from your case |
|---|---|
| Recurring question | |
| role involved | |
| reason it waited | |
| evidence needed |
Is this assessment a score of my ability as a founder?
No. It examines self-reported operating independence of the business and provides an indicative starting point for investigation.
See the wider pattern.
20 questions. An indicative, self-reported result with a five-dimension profile and an optional conversation.
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