Score ten growth levers, then fix two

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Focused two-lever plan

Two levers, one page each, written so your current team can carry them out: what changes, who does it, what it costs, how you will know it worked, and what you stop doing.

Written by Ali Sedighi, MBALast updated:

The focused plan takes your two priority levers and turns each one into a page of named actions, owners, costs, measures and dates. It is written for the team you have, not the team you wish you had. If you are not yet sure which two levers to pick, start with the growth diagnostic or the free guide to reading your score.

What the plan is

A short, practical document, one page per lever, that a busy owner can actually follow. It is not a strategy deck.

For each lever the plan sets out:

  • The measure: one number that shows whether the lever is improving, with today's baseline.
  • The target: where that number should be in 90 days, and a realistic score to aim for.
  • The changes: what will be done differently, in plain steps.
  • The owner: one named person per change.
  • The cost: time, tools and any outside spend, with rough figures.
  • The stop list: what you will stop doing to make room.
  • Outside help: whether a supplier is needed, what kind, and the questions to ask before hiring one.

A third page covers how the two levers interact and the date to re-score.

Who it is for

Owners who know what to fix and need help turning intent into a routine.

It is a good fit if:

  • your self-assessment or diagnostic has already named two weak levers
  • you have tried to fix those levers before and the effort faded
  • you want to brief a manager, a partner or a supplier clearly
  • you need to decide what to spend, and on what, before the next busy season

A worked example

Here is the kind of thinking the plan captures, using made-up but ordinary figures. Suppose a home-based bookkeeping practice scores 1 on response and 2 on repeat and referral.

On response, the measure might be "share of inquiries answered the same business day," currently around 40%. The changes could be a voicemail greeting that sets expectations, a shared inbox checked twice daily by an assistant, and a two-line reply template. Cost: a few hours of setup and a few hours a week.

On repeat and referral, the measure might be "referrals received per quarter," currently two. The changes might be a short thank-you routine, a referral request at year-end, and a consented list of past clients who hear from the practice twice a year. Anything sent electronically needs consent under Canada's anti-spam law, so the plan includes how consent is collected and recorded.

Neither change needs an agency. Both need an owner and a date.

What is included and timeline

A planning call, drafting, one round of changes and a hand-over call. The steps:

  1. A working call to agree the two levers, the measures and constraints such as budget and staff time.
  2. Ali drafts the plan and shares it in a document you keep.
  3. You and your team mark it up; one revision round is included.
  4. A hand-over call to confirm owners and the re-score date.

The calendar time depends mostly on how fast your team can review the draft. The schedule is written into your proposal before work starts.

How results are measured

Each lever has one measure and a 90-day target, so success is visible without a consultant. At the re-score date, compare the measure with its baseline and re-score the lever on the self-assessment. If the measure moved and the score rose, keep going and consider the next lever. If not, change the actions rather than abandoning the lever.

Mistakes to avoid

  • Writing a plan for a bigger team than you have. If nobody owns a step, it will not happen.
  • No stop list. New routines need time from somewhere.
  • Targets that need luck. Pick a measure your actions control, not one the season controls.
  • Treating the plan as finished. Re-score on the date, even if it feels too soon.

Price and next step

The plan is priced as a fixed-price project; projects in our group range from $3,500 to $25,000. The figure for your plan depends on the two levers and the size of the business, and it is confirmed in writing before work begins. See the pricing page, then call, text or email to talk it through.

Frequently asked questions

Why only two levers?

Because owner-run businesses have limited attention. Two levers fixed properly beat six levers half-fixed, and the measures stay simple enough to track every month.

Do I need a diagnostic first?

Not always. If your self-assessment or a review session already made the two levers obvious, we can plan from there. If the choice is unclear, the diagnostic comes first.

Will the plan tell me to hire an agency?

Only if the lever needs one. Many fixes, such as answering calls faster or following up quotes, need a routine rather than a supplier. Where outside help makes sense, the plan says what kind and what to ask for.

Can you carry out the plan for us?

For marketing and conversion levers, ongoing hands-on help is available through monthly check-ins at the heavier end of the retainer range. For other levers, the plan is written for your team to own.