55Q

1. Do I feel confident that I can make meaningful progress with this business?

2. Do I believe I can learn or figure out what I do not yet know?

3. Do I currently feel motivated to work on the business?

4. Do I usually have enough mental and physical energy to do the work the business requires?

5. Do I have enough time available to make meaningful progress?

6. Do I believe I can obtain the people, skills, tools and other resources I need?

7. When resources are limited, do I still tend to look for ways forward rather than assuming the business cannot progress?

8. When I face uncertainty, setbacks or slow progress, can I continue acting rather than becoming stuck?

9. Am I allowing myself to define what I actually want to build rather than limiting the vision to what currently feels easy or affordable?

10. Do I believe the vision is achievable enough that I am willing to commit serious effort to it?

11. Can I distinguish a real constraint from something I am merely assuming cannot be done?

12. Do I know what I am ultimately trying to build?

13. Can I explain in one or two sentences why this business should exist?

14. Can I describe what I want the business to look like in a few years in concrete terms?

15. Do the main products, services and projects reinforce one another rather than compete for attention?

16. Do I know the few major outcomes that would most advance the business toward its intended future?

17. Do I know which products, services, projects or activities should be prioritised, deprioritised or dropped?

18. Can I explain what the business is becoming without listing a collection of unrelated activities?

19. When circumstances change, can I change plans without losing the long-term direction?

20. Can I identify which parts of the vision could become things customers would actually pay for?

21. Have I turned at least part of the vision into a specific offer or value proposition that can be sold?

22. Can the business I want to build be supported by a realistic way of making money?

23. Can I list exactly what the business currently sells?

24. Can I explain the value proposition of each offer clearly enough to justify why someone would pay for it?

25. Can I describe the type of customer most likely to buy each offer?

26. Do I know which offers, clients or activities generate the business's revenue and profit?

27. Do I have a defined price or pricing method for each offer?

28. Do I know roughly how much money, time and other resources each offer requires to provide?

29. Does the business currently have enough money to pursue its important priorities?

30. Would the business remain viable if an important client disappeared, demand fell, or costs increased?

31. Can I explain each offer in language a suitable prospect can understand quickly?

32. Can I turn my target-customer description into an actual list of people or organisations to approach?

33. Can an interested prospect easily understand what is being offered, what it costs, and what they should do next?

34. Do I currently know or have access to enough people who could realistically become clients, partners or introducers?

35. Do I have at least one repeatable method for finding new relevant prospects?

36. When the right person discovers the business, can they quickly recognise whether it is relevant to them?

37. Can a new prospect find enough evidence to judge whether the business is credible?

38. Am I regularly initiating contact with relevant new people rather than waiting for them to find me?

39. Do I follow up promising contacts instead of letting most conversations end after the first interaction?

40. Can I recognise which prospects are a good fit and worth continuing the conversation with?

41. Do promising conversations regularly lead to a clear next step such as a meeting, proposal, sale, referral or partnership?

42. Do I record the important requirements, deadlines and expectations agreed with a client or partner before work begins?

43. Can I turn what was agreed into a clear piece of work or commitment?

44. Before accepting work, do I check that I actually have the time, tools and capability needed to complete it properly?

45. When the business needs a new system, tool, page, process or piece of infrastructure, can I actually build or implement it?

46. At the start of a working period, do I know which task or objective deserves my attention first?

47. Can I break a large objective into a sequence of concrete actions that I can start executing?

48. When work is blocked by a decision, can I make that decision quickly enough to keep moving?

49. Do I regularly complete substantial periods of focused work without being pulled into unrelated activity?

50. Do I reliably finish important projects I start?

51. Once something has been built, can I run or maintain it reliably without repeatedly improvising the process?

52. When the same problem happens more than once, do I change the system or process that caused it?

53. Can I recognise when the way I am working is draining my ability to continue?

54. When execution shows that I lack time, energy, skill or resources, do I respond by changing something concrete?

55. Does completing real work increase my confidence that I can build the business?