Leverage Audit: Where Are You Gaining or Losing Leverage?

This audit is designed to help you identify areas where you have strong leverage, where you’re losing it, and where you need to build it. Answer honestly—this isn’t about what you wish were true but what’s actually happening in your business.

SECTION 1: TIME LEVERAGE (Your Personal Efficiency)

  • Do you spend most of your time on high-value activities (strategy, relationships, growth) rather than low-level tasks?
  • Do you delegate or automate tasks that don’t require your direct involvement?
  • Can your business function without you for a week without burning down?
  • Do you set clear priorities each day/week and focus on what moves the needle?


If you answered “no” to any of these, you’re low on time leverage.


SECTION 2: LABOR LEVERAGE (Your Team’s Productivity)

  • Do you have the right people in the right roles, and do they know exactly what’s expected?
  • Do you have KPIs in place so your team can measure success without constant oversight?
  • Are you spending more time coaching and developing people than micromanaging?
  • Can your team make decisions without running everything by you?


If you’re answering “no” here, your labor leverage is weak—either because of the wrong hires, poor structure, or lack of empowerment.


SECTION 3: FINANCIAL LEVERAGE (Profit, Pricing, & Cost Control)

  • Are you pricing based on value, not just cost?
  •  Do you have a buffer of cash flow or financing to seize opportunities quickly?
  • Are your margins strong enough to reinvest in growth?
  • Do you track profitability at a granular level and make adjustments as needed?


If your profits are weak or unpredictable, you’re low on financial leverage. You either have a cost problem, a pricing problem, or a revenue problem.


SECTION 4: SYSTEMS & PROCESS LEVERAGE (How Well Your Business Runs)

  • Do you have documented systems for key operations (sales, hiring, training, finances)?
  • Are you using technology (automation, AI, software) to reduce inefficiencies?
  • Can a new hire step into a role with minimal hand-holding?
  • Are there clear escalation paths so problems don’t always land on your plate?


 If your business relies on you remembering everything or manually fixing issues, you’re low on process leverage.


SECTION 5: GROWTH & MARKET LEVERAGE (How You Scale)

  • Do you have a reliable lead generation system, or are you always scrambling for new business?
  • Are you expanding through strategic moves (new products, markets, partnerships) instead of just grinding harder?
  • Do you have a competitive advantage that’s hard to copy?
  • Are you building a network of high-value relationships that open doors?


If you don’t have a way to scale without extreme effort, you’re low on growth leverage.


LEVERAGE SCORECARD

  • If you’re strong in 4-5 sections: You have high leverage and can focus on scaling even faster.
  • If you’re strong in 2-3 sections: You have leverage but need to fix weak areas before hitting real growth.
  • If you’re strong in 0-1 sections: You’re likely in survival mode—fix leverage leaks before focusing on expansion.


ACTION PLAN: What to Do Next

  1. Identify your weakest leverage area—fixing this will create the biggest impact.
  2. Set a clear goal for improvement (e.g., automate one low-value task, delegate one responsibility, implement a KPI).
  3. Track progress over 30 days—leverage isn’t built overnight, but small changes compound.


This audit forces clarity on where you’re winning and where leverage is slipping through your fingers. Are you ready to do something about it?