DECISION-MAKING PROCEDURES
Your company changes.
The way you run it should too.
HOW IT WORKS
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WinQuo will show you what you need to ask each team member.
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The answers will be supplemented by context that is not in the report itself.
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AI will connect WinQuo reports and responses, assess risks, and prepare specific recommendations and next steps.
RESULT
A management basis for decisions based on data, not impressions.
WinQuo lays the cards on the table. It shows differences in work settings, hidden tensions and where people are wasting energy.
1
We are no longer getting along with our co-founder.
You still work together in the company, but there are more and more things that you find it harder to talk about.
Different ideas about the direction of the company, powers or growth rate gradually drain energy and weaken trust. WinQuo will reveal differences in work settings, decision-making methods and possible sources of tension. The procedure will help prepare the right questions for each co-founder, identify the real causes of disagreements and set roles, powers and rules for joint decision-making.
2
I don't know what to manage myself and what to delegate.
Your calendar is full of operations and people are still waiting for your decision. Meanwhile, the company is growing faster than your capacity.
WinQuo will show you which activities match your natural setting, where you are overloaded and what is draining your energy unnecessarily. The process will help you divide your agenda into what to keep, what to delegate, what to standardize and what to automate. The result will be a concrete delegation plan including authority, control and escalation rules.
3
We need our first real manager
The company already needs someone to take over part of the management. But with his arrival, the role of the founder must also change.
WinQuo will help you identify exactly what kind of manager your company needs, how they should work with people, what decisions they should make, and how they should complement the founder. The process will check the suitability of internal and external candidates, prepare targeted questions for selection, and highlight possible risks of cooperation. It will include a division of powers and a plan for the first 90 days.
4
The company is growing, but the original team is no longer enough.
As a company grows, tasks and responsibilities come that the original team wasn't built for. The founder then has to make decisions about the people who built the company with him.
WinQuo shows who has the potential to grow with the company, who can benefit from a role change, and where the team is lacking the necessary skills. The process prepares questions for individual team members and compares their settings with the demands of the next stage. The founder will gain a basis for deciding who to develop, move, supplement, or start replacing.
5
I don't know if the problem is with the person or their role.
A person who used to be successful starts to perform poorly. Before you make a personnel decision, you need to find out what has really changed.
The cause may be the job content, unclear expectations, leadership style, overload or long-term role mismatch. WinQuo will show where a person is working against their natural setting and what the Misalignment Index® indicates. The procedure will prepare questions for both the employee and the manager and help decide whether to change the role, leadership, working conditions or the person.