How BizHealthCheck can give you a pain free way to reducing the pain in your organisation.

1. BizHealthCheck
A lot of wot I have learned

2. We’ve developed
BizHealthCheck because…
Not-for-profit leaders fight a constant battle to deliver top quality services
with too few resources…
For-profit leaders get frustrated when teams don’t get along as well as we
expect them to…
Organisations are a matrix of relationships, not a hierarchy, and it’s about
time we recognised that!
As small or indie consultants, we constantly struggle to develop new
business while delivering current projects.

3. The business model started
with…
A son who had special needs.
A charity that struggled to
provide them.
A frustration at not being able
to solve their problems.

4. It created a purpose-led
business
That gives a 360 view of the health
of relationships across the value
chain of a business…
That challenges the parent/child,
hierarchical, engagement approach
of understanding organisations, that
lack identification of causes…
And is for c-suite leaders and
owners who need to improve the
effectiveness of their organisation.

5. We share the pain…
We use an online
assessment…
To give you visibility of the pain
in your organisation…
That is caused by the health of
the relationships across your
value chain.
Applied Medical
Example report
How the business unit teams see The health of The health of The health of the The health of
the health of their workflow work management people management motivating factors leadership
SalesNorth
SalesEast
SalesSouth
SalesWest
BESTWAY
RESOURCES
INDUCTION
IMPROVEMENT
VALUES
JOBDEFINITION
FEEDBACK
L&D
MASTERY
AUTONOMY
PURPOSE
HAPPINESS
CUSTOMERS
COMMUNICATION
VALUES
ENABLINGWORK
DOASTHEYSAY
COMMERCIAL
Sales North -18. 7 -50. 0 -40. 0 -28. 1
Sales North -68. 4 -103. 4 -52. 7 -79. 4
Sales North -27. 3 -50. 0 -61. 6 -73. 6
Sales North -50. 0 -60. 0 -80. 0 5.3
Leader One 6.0 6.0 5.0 5.0 6.0 6.0
Sales East -53. 1 -38. 5 -103. 5 -39. 1
Sales East -103. 2 -210. 8 -119. 9 -151. 5
Sales East -82. 9 -77. 8 -95. 9 -50. 0
Sales East -70. 0 -80. 0 -90. 0 4.8
Leader Two 6.8 7.0 6.0 6.6 6.6 6.8
Sales South -112. 0 -174. 5 -60. 0 -119. 0
Sales South -147. 9 -197. 3 -130. 1 -179. 7
Sales South -89. 1 -127. 8 -131. 3 -155. 5
Sales South -30. 0 -60. 0 -110. 0 5.5
Leader Three 8.0 7.0 5.0 6.0 7.0 8.0
Sales West -50. 0 -31. 7 -84. 4 0.0
Sales West -50. 0 -82. 9 -98. 0 -225. 8
Sales West -45. 6 -52. 6 -68. 3 -118. 3
Sales West -40. 0 -70. 0 -60. 0 5.6
Leader Four 7.3 7.3 5.0 6.3 7.7 8.3
Leader Five 7.3 7.5 7.8 7.5 7.3 7.5
Leader Six
4.0 4.0 4.0 3.0 5.0 5.0
and the health of their relationships Leader Seven 1.5 1.5 0.5 3.0 0.5 1.0
SalesNorth
SalesEast
SalesSouth
SalesWest
Sales North
-16. 0 -50. 0 -70. 0 -26. 3
Sales East -29. 5 -74. 3 -81. 7 -85. 8
Sales South -83. 6 -119. 4 -28. 2 -98. 3
Sales West -50. 0 -31. 7 -84. 4 0.0
H OW T H E SALES T EAMS
SEE EACH OT H ER
There are two views:the health of workflow - how the
work well work is 'happening';and the health of the
relationships - how well the teams are getting on with
each other.
THEHEALTH OFTHELEADERSHIP
The health of the leadership considers how leaders
in the organisation are beingseen to behave.
CUSTOMERS
How they deal with internal or external
customers.
COMMUNICATION
How they communicate what is going on.
VALUES
How they demonstrate the organisation's values.
ENABLING WORK
How they enable the team to work effectively.
DO ASTHEY SAY
How they deliver on their commitments.
COMMERCIAL
How they manage the commercial aspects of their
role.
Sentimetric Heatmap™ report
The Sentimetric Heatmap™ gives an
overview of the main health factors in
the organisation:
• Relationships within and between
teams
• Workflow within and between
teams
• People Management
• Work management
• Leadership
• Motivation
• Happiness
Our definition of health is the
combination of importance and
effectiveness,in the eyes of each
respondent. So it’s an internal view
of how well things are going,with
the intention of asubsequent more
robust investigation.
We should use the information in
the Sentimetric Heatmap™,not to
give an immediate understanding of
how the business can be improved,
but to begin to identify the areas
where we need to focus more
closely.
SO W H AT N EX T ?
If you feel that you want to
understand why any 'hotpsots' of ill-
health may be occuring then we
suggest that you undertake adiagnosis
of the business unit using our
BHC:Diagnosis methodology. See
www.bizhealthcheck.biz for more
details.
BIZHEALTHCHECK
The Sentimetric Heatmaps™
consist of cells that indicate
health in a gradient, from healthy
to unhealthy.
We're most interested in those
factors that are highly
IMPORTANT but INEFFECTIVE.
These are the most unhealthy.
But we're also keen to know
what is working welll. The factors
that are IMPORTANT AND
EFFECTIVE. These are the most
healthy.
THEHEALTH
GRADIENT
READING THESENTIMETRIC
HEATMAPS™
The Sentimetric Heatmaps™ are a
matrix of relationships.
The HORIZONTAL line is the
observer - the person that has been
asked for their sentiments on each of
the teams or factors.
The VERTICAL line is the team or
factor that is being OBSERVED.
To understand how each team sees
other teams or factors in the
organisation - read HORIZONTALLY.
To understand how each team or
factor is seen by others - read
VERTICALLY.
The
observer
Look for patterns in the
Sentimetric Heatmaps™ -
relationships between healthy and
unhealthy factors can be
insightful.
A team sees arelationship as
healthy, while the work is
unhealthy, will say a lot about the
management of that relationship.
Similarly, there could be links
between the health of workflow,
people and work management.
It's all in the patterns.
BIZHEALTHCHECK.BIZ
© Copyright BizHealthCheck Ltd 2016
THEHEALTH OFPEOPLE
MANAGEMENT
VALUES
Organisational values are present and
meaningful to each person.
JOB DEFINITION
Each person has awritten description
of their job and is clear about what is
expected of them.
FEEDBACK
Each person receives regular feedback
on how they are doing against
expectations.
L&D
Each person has apersonalised learning
and development plan that is being
actioned.
THEHEALTH OFWORK
MANAGEMENT
BEST WAY
The best way of executing job
functions is documented, used, shared
and easily accessible.
RESOURCES
All of the resources necessary to
execute job functions are available.
INDUCTION
The best way of fulfilling expectations
is used to induct new hires into the
organisation.
IMPROVEMENT
Process measurements are used to
enable continuous improvement.
THEHEALTH OFTHE
MOTIVATING FACTORS
MASTERY
Work challenges people, encourages
them to reach a little, and encourages
them to grow.
AUTONOMY
People have control over various
aspects of their work, whether its
deciding what to work on, or when to
do it.
SENSEOF PURPOSE
People see a larger objective than just
achievingproductivity targets, than can
connect them to the people that benefit
from their efforts.
HAPPINESS
How happy people are in the
organisation.
The subject
UNHEALTHY
HEALTHY
H OW T H E SALES T EAMS SEE T H E
H EALT H OF W ORK AN D PEOPLE
MAN AGEMEN T
H OW T H E SALES T EAMS SEE T H EIR
MOT IVAT ION , H APPIN ESS AN D
LEADERSH IP

6. We take away your pain…
It’s a way of healing…
By understanding what is
causing the pain…
And creating tightly defined
change projects...
To take the pain away.

7. It’s what energises us…
And we repeat this with our not-for-
profit partners…
By using the same tools...
The same people...
And a portion of our profits...
To make not-for-profits more
effective in delivering their services.

8. We could run a pilot project in
your organisation…
That will show you where any
pain exists...
And have the results to you
within 3 weeks!
Then we could decide whether
we want to have a deeper,
more meaningful relationship.
How we could ease your pain…

9. A global community of
Thought leaders
Organisation leaders
Indie consultants
Who collaborate on a platform
To make a difference
To your community
We’re a tribe

10. Come and find out more
Visit us at
www.bizhealthcheck.biz
Or email
alan@bizhealthcheck.biz
Applied Medical
Example report
How the business unit teams see The health of The health of The health of the The health of
the health of their workflow work management people management motivating factors leadership
SalesNorth
SalesEast
SalesSouth
SalesWest
BESTWAY
RESOURCES
INDUCTION
IMPROVEMENT
VALUES
JOBDEFINITION
FEEDBACK
L&D
MASTERY
AUTONOMY
PURPOSE
HAPPINESS
CUSTOMERS
COMMUNICATION
VALUES
ENABLINGWORK
DOASTHEYSAY
COMMERCIAL
Sales North -18. 7 -50. 0 -40. 0 -28. 1
Sales North -68. 4 -103. 4 -52. 7 -79. 4
Sales North -27. 3 -50. 0 -61. 6 -73. 6
Sales North -50. 0 -60. 0 -80. 0 5.3
Leader One 6.0 6.0 5.0 5.0 6.0 6.0
Sales East -53. 1 -38. 5 -103. 5 -39. 1
Sales East -103. 2 -210. 8 -119. 9 -151. 5
Sales East -82. 9 -77. 8 -95. 9 -50. 0
Sales East -70. 0 -80. 0 -90. 0 4.8
Leader Two 6.8 7.0 6.0 6.6 6.6 6.8
Sales South -112. 0 -174. 5 -60. 0 -119. 0
Sales South -147. 9 -197. 3 -130. 1 -179. 7
Sales South -89. 1 -127. 8 -131. 3 -155. 5
Sales South -30. 0 -60. 0 -110. 0 5.5
Leader Three 8.0 7.0 5.0 6.0 7.0 8.0
Sales West -50. 0 -31. 7 -84. 4 0.0
Sales West -50. 0 -82. 9 -98. 0 -225. 8
Sales West -45. 6 -52. 6 -68. 3 -118. 3
Sales West -40. 0 -70. 0 -60. 0 5.6
Leader Four 7.3 7.3 5.0 6.3 7.7 8.3
Leader Five 7.3 7.5 7.8 7.5 7.3 7.5
Leader Six
4.0 4.0 4.0 3.0 5.0 5.0
and the health of their relationships Leader Seven 1.5 1.5 0.5 3.0 0.5 1.0
SalesNorth
SalesEast
SalesSouth
SalesWest
Sales North
-16. 0 -50. 0 -70. 0 -26. 3
Sales East -29. 5 -74. 3 -81. 7 -85. 8
Sales South -83. 6 -119. 4 -28. 2 -98. 3
Sales West -50. 0 -31. 7 -84. 4 0.0
H OW T H E SALES T EAMS
SEE EACH OT H ER
There are two views:the health of workflow - how the
work well work is 'happening';and the health of the
relationships - how well the teams are getting on with
each other.
THEHEALTH OFTHELEADERSHIP
The health of the leadership considers how leaders
in the organisation are beingseen to behave.
CUSTOMERS
How they deal with internal or external
customers.
COMMUNICATION
How they communicate what is going on.
VALUES
How they demonstrate the organisation's values.
ENABLING WORK
How they enable the team to work effectively.
DO ASTHEY SAY
How they deliver on their commitments.
COMMERCIAL
How they manage the commercial aspects of their
role.
Sentimetric Heatmap™ report
The Sentimetric Heatmap™ gives an
overview of the main health factors in
the organisation:
• Relationships within and between
teams
• Workflow within and between
teams
• People Management
• Work management
• Leadership
• Motivation
• Happiness
Our definition of health is the
combination of importance and
effectiveness,in the eyes of each
respondent. So it’s an internal view
of how well things are going,with
the intention of asubsequent more
robust investigation.
We should use the information in
the Sentimetric Heatmap™,not to
give an immediate understanding of
how the business can be improved,
but to begin to identify the areas
where we need to focus more
closely.
SO W H AT N EX T ?
If you feel that you want to
understand why any 'hotpsots' of ill-
health may be occuring then we
suggest that you undertake adiagnosis
of the business unit using our
BHC:Diagnosis methodology. See
www.bizhealthcheck.biz for more
details.
BIZHEALTHCHECK
The Sentimetric Heatmaps™
consist of cells that indicate
health in a gradient, from healthy
to unhealthy.
We're most interested in those
factors that are highly
IMPORTANT but INEFFECTIVE.
These are the most unhealthy.
But we're also keen to know
what is working welll. The factors
that are IMPORTANT AND
EFFECTIVE. These are the most
healthy.
THEHEALTH
GRADIENT
READING THESENTIMETRIC
HEATMAPS™
The Sentimetric Heatmaps™ are a
matrix of relationships.
The HORIZONTAL line is the
observer - the person that has been
asked for their sentiments on each of
the teams or factors.
The VERTICAL line is the team or
factor that is being OBSERVED.
To understand how each team sees
other teams or factors in the
organisation - read HORIZONTALLY.
To understand how each team or
factor is seen by others - read
VERTICALLY.
The
observer
Look for patterns in the
Sentimetric Heatmaps™ -
relationships between healthy and
unhealthy factors can be
insightful.
A team sees arelationship as
healthy, while the work is
unhealthy, will say a lot about the
management of that relationship.
Similarly, there could be links
between the health of workflow,
people and work management.
It's all in the patterns.
BIZHEALTHCHECK.BIZ
© Copyright BizHealthCheck Ltd 2016
THEHEALTH OFPEOPLE
MANAGEMENT
VALUES
Organisational values are present and
meaningful to each person.
JOB DEFINITION
Each person has awritten description
of their job and is clear about what is
expected of them.
FEEDBACK
Each person receives regular feedback
on how they are doing against
expectations.
L&D
Each person has apersonalised learning
and development plan that is being
actioned.
THEHEALTH OFWORK
MANAGEMENT
BEST WAY
The best way of executing job
functions is documented, used, shared
and easily accessible.
RESOURCES
All of the resources necessary to
execute job functions are available.
INDUCTION
The best way of fulfilling expectations
is used to induct new hires into the
organisation.
IMPROVEMENT
Process measurements are used to
enable continuous improvement.
THEHEALTH OFTHE
MOTIVATING FACTORS
MASTERY
Work challenges people, encourages
them to reach a little, and encourages
them to grow.
AUTONOMY
People have control over various
aspects of their work, whether its
deciding what to work on, or when to
do it.
SENSEOF PURPOSE
People see a larger objective than just
achievingproductivity targets, than can
connect them to the people that benefit
from their efforts.
HAPPINESS
How happy people are in the
organisation.
The subject
UNHEALTHY
HEALTHY
H OW T H E SALES T EAMS SEE T H E
H EALT H OF W ORK AN D PEOPLE
MAN AGEMEN T
H OW T H E SALES T EAMS SEE T H EIR
MOT IVAT ION , H APPIN ESS AN D
LEADERSH IP