Your Team Reputation Audit

The Hidden Reputation Lever

Evaluate how your suppliers perceive you and how that perception impacts your ability to deliver, innovate, and scale.

Choose the answer that best describes your relationship with your suppliers.

Partnership & Respect

Q1. How do your suppliers view your company overall?

Primarily transactional, focused only on cost Limited collaboration beyond transactions Professional but not deeply engaged Valued business partner with mutual respect Strategic partner of choice, highly collaborative

Q2. How consistent are you with payments, communication, and fairness?

Often delayed or unclear Inconsistent — depends on the team or situation Generally reliable but some lapses Consistent and transparent Exemplary — suppliers cite you as best-practice

Q3. How do suppliers prioritise your company compared to others?

Low priority, minimal responsiveness Reactive support only Treat you like most clients Reliable priority status High-priority, trusted relationship partner

Trust & Reliability

Q4. How confident are suppliers in your planning and forecasting?

Frequently unpredictable or inaccurate Often last-minute or reactive Reasonably stable but room for improvement Reliable and proactive Highly dependable — enables joint planning

Q5. Do you hold regular alignment or review meetings with key suppliers?

Rarely, if ever Occasionally but inconsistently Quarterly or as needed Regular and structured Strategic, data-driven partnership reviews

Q6.When under pressure, how do suppliers respond to your needs?

Avoid risk or delay support Offer minimal help Support as expected Step up with effort and flexibility Go above and beyond due to strong trust

Communication & Clarity

Q7. How proactive are suppliers in bringing you new ideas or solutions?

Never — only deliver what’s asked Rarely initiate new concepts Occasionally suggest improvements Regularly propose useful ideas Proactively innovate with shared vision

Q8. How receptive is your organisation to supplier feedback?

Defensive or dismissive Listen but seldom act Selectively consider input Open and responsive Encourage and reward supplier insights

Q9. How would you describe your focus on innovation together?

Purely price-driven Cost-first with limited innovation Balanced but inconsistent Innovation discussed and applied Innovation embedded in shared strategy

Commercial Stability

Q10. Do your suppliers believe their success grows with yours?

No — purely transactional view Limited connection between results Some shared wins but inconsistent Clear shared growth outcomes Strong sense of joint success and alignment

Q11. How do you balance short-term transactions vs. long-term partnerships?

Purely short-term focus Mostly transactional Mix of both Intentional long-term approach Deeply invested in mutual long-term growth

Q12. How do suppliers rate your professionalism and responsiveness?

Unreliable or difficult Below average Average professionalism Consistently professional Industry-leading responsiveness and integrity

Culture & Vibe

Q13. How is your organisation viewed across your supply chain?

Poor reputation or inconsistent ethics Mixed reputation, some concerns Generally positive Strong reputation for integrity Recognised leader and model of trust

Q14. How would suppliers describe your internal culture to others?

Disorganised or difficult to work with Functional but impersonal Professional and fair Positive, collaborative culture Highly respected, admired workplace partner

Q15. Would your suppliers refer other clients to work with you?

Definitely not Unlikely Possibly, depending on context Yes, in most cases Absolutely — they’re advocates for your brand

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The Pulse of Internal Reputation

Measure how strongly your internal culture protects, amplifies, and lives your company’s reputation every day. Your team controls your reputation, are you in control of the process?

Alignment & Purpose

Q1. How clearly do team members understand the company’s purpose beyond profit?

Unclear or inconsistent understanding Some awareness but not internalised Generally understood but not lived daily Clear and often referenced Deeply ingrained — purpose drives daily action

Q2. Are vision, mission, and values lived or just displayed?

Purely decorative Occasionally referenced Discussed during reviews or meetings Reflected in most actions Actively lived and reinforced at all levels

Q3. How effectively are new hires trained on culture and service standards?

No formal onboarding or cultural training Minimal introduction to values Basic onboarding only Structured cultural induction Comprehensive and reinforced continuously

Accountability & Ownership

Q4. How do teams respond when results fall short?

Blame or denial Excuses common Mixed — depends on leader or team Generally take ownership Always accountable, with learning mindset

Q5. How are mistakes treated in your organisation?

Punitive or fear-based Often hidden or downplayed Occasionally used for learning Discussed constructively Openly shared and used to drive improvement

Q6. How consistently do leaders model “above the line” behaviour?

Rarely or inconsistently Mixed — some do, some don’t Generally consistent Regularly demonstrate accountability Always exemplify ownership and integrity

Communication & Collaboration

Q7. Do team members feel safe to speak up or challenge ideas?

Unsafe or discouraged Hesitant — depends on who’s in the room Sometimes encouraged Generally safe and open Strong culture of open, respectful dialogue

Q8. How well do departments collaborate to protect customer experience?

Silos and poor communication Minimal cross-department coordination Some collaboration, inconsistent Strong teamwork across functions Seamless collaboration aligned to reputation goals

Q9. How proactive is your internal communication?

Mostly reactive or unclear Often last-minute or incomplete Functional but not strategic Clear and regular Strategic, transparent, and reputation-focused

Pride & Advocacy

Q10. Would employees proudly recommend your company as a great place to work?

Definitely not Unlikely Neutral or unsure Likely Definitely — strong internal advocacy

Q11. Do team members promote your company’s reputation outside work?

Never Rarely Sometimes Often Consistently act as brand ambassadors

Q12. How well are examples of reputation-building behaviour recognised and celebrated?

Rarely acknowledged Occasionally recognised Recognised inconsistently Frequently highlighted Systematically celebrated and rewarded

Leadership Trust

Q13. How much do employees trust leadership’s decisions and direction?

Very little trust Uneven trust across teams Moderate trust, improving Strong trust in most leaders Deep trust — leaders embody values

Q14. How invested are leaders in developing people, not just performance?

Little to no investment Minimal effort — mostly compliance-driven Development discussed but inconsistent Regular focus on growth Deep, genuine commitment to developing people

Q15. How visible and accessible is leadership to the team?

Rarely seen or engaged Infrequent visibility Occasionally involved Consistently available and approachable Highly visible, approachable, and inspiring

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The Voice of Your Market

Determine how your customers actually perceive your reputation—and whether that perception is driving growth or silent attrition.

Trust & Consistency

Q1. How consistently does your company deliver on promises made during the sales process?

Frequently underdelivers or overpromises Inconsistent — delivery varies by team or client Generally reliable but with occasional gaps Consistent and dependable Always delivers — known for reliability and integrity

Q2. How do customers describe your company’s reliability and proactivity?

Reactive and unreliable Dependable only in low-pressure situations Reliable but not proactive Reliable and usually proactive Highly trusted and recognised for proactive excellence

Q3. How effectively and transparently are issues resolved when they arise?

Avoided or delayed responses Addressed defensively or with limited transparency Resolved, but slowly or inconsistently communicated Quickly and transparently resolved Open, fast, and trusted resolution every time

Appreciation vs Satisfaction

Q4. Do customers feel genuinely appreciated—not just satisfied?

Rarely appreciated Occasionally thanked or acknowledged Satisfied, but not emotionally connected Regularly appreciated and acknowledged Deeply valued — relationships feel personal and respectful

Q5. How often do you measure customer appreciation, beyond NPS or CSAT?

Never measured Minimal or ad-hoc efforts Occasionally assessed informally Regularly measured and reviewed Systematically measured and part of leadership metrics

Q6. Do customers believe your team genuinely cares about their success?

Customers see you as transactional Some care shown, but inconsistently Care demonstrated in limited interactions Clearly invested in customer outcomes Deeply committed — seen as a true partner in success

Loyalty & Advocacy

Q7. How much of your new business comes from referrals or repeat clients?

Almost none Rare or inconsistent referrals Some referrals, but unpredictable Strong and growing referral base Major driver of growth — referrals reflect high trust

Q8. How proudly do customers associate with your brand and reputation?

Avoid public association Neutral — see you as just another supplier Positive but low public visibility Proud association with your brand Actively promote your reputation to others

Q9. When customers leave, how well do you understand and act on their reasons?

No follow-up or data Occasional exit feedback only Basic reasons tracked, little action Regular analysis and action on insights Exit data fully integrated into improvement strategy

Communication & Relationship Depth

Q10. Are your customer relationships primarily transactional or long-term?

Entirely transactional Transactional with select strategic exceptions Balanced — some strong, some shallow Focused on partnership and continuity Deep, trusted, long-term relationships throughout

Q11. How often do senior leaders personally engage with key customers?

Rarely or never Only during major deals or crises Occasionally throughout the year Regular and meaningful engagement Deep, ongoing relationships led by senior executives

Q12. How well do customers feel heard and valued at every stage of interaction?

Often unheard or dismissed Occasionally listened to, but without follow-through Usually heard, though not always acted on Listened to and respected consistently Customers consistently praise your listening and empathy

Differentiation & Market Perception

Q13. Can customers clearly articulate what makes you different?

No clear differentiation Unclear or inconsistent message Some understanding, not distinctive Clear differentiation understood by most customers Strong, consistent differentiation — sets you apart in market

Q14. How are you perceived in your category in terms of trust and reputation?

Compete mostly on price or availability Trusted only by a small segment Generally trusted but not industry-leading Recognised as a preferred, trusted provider Seen as the benchmark for trust and credibility

Q15. How accurately do you track and understand how customers describe you when you’re not in the room?

No insight or measurement Rely on assumptions or anecdotal input Occasionally gather informal feedback Regularly measure and analyse sentiment Continuously track, measure, and adapt based on insights

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Enter your professional details below to immediately receive your score and action plan. 100% Secure & Confidential. We respect your privacy and enforce a strict zero-spam policy.

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In The Media

Having The #1 Reputation

The Client Revolution

The 10 Commandments Of Client Appreciation

Your Team Reputation Audit

The Hidden Reputation Lever

Evaluate how your suppliers perceive you and how that perception impacts your ability to deliver, innovate, and scale.

Choose the answer that best describes your relationship with your suppliers.

Partnership & Respect

Trust & Reliability

Communication & Clarity

Commercial Stability

Culture & Vibe

Unlock Your Results.

The Pulse of Internal Reputation

Measure how strongly your internal culture protects, amplifies, and lives your company’s reputation every day. Your team controls your reputation, are you in control of the process?

Alignment & Purpose

Accountability & Ownership

Communication & Collaboration

Pride & Advocacy

Leadership Trust

Unlock Your Results.

The Voice of Your Market

Determine how your customers actually perceive your reputation—and whether that perception is driving growth or silent attrition.

Trust & Consistency

Appreciation vs Satisfaction

Loyalty & Advocacy

Communication & Relationship Depth

Differentiation & Market Perception

Unlock Your Results.