Every tool below is described in the appendix of the book. Three of them also run in the browser, further down this page — no account, no storage, nothing sent anywhere.
One row for each segment: customers; investors and capital providers; employees and talent; regulators; media and information intermediaries; partners; communities and civil society. Three columns for reach, interpretation, and consensus, and two more for the data source and the date the number was taken.
One page per cycle, three blocks, never one total. Each block carries a definition, a data source, a sample, and a statement of uncertainty. Record the direction and size of change, not only the level.
Score each factor from 1 to 10 and write the reason beside the number. Then re-weight the factors for each audience and for each stage of the company's development, and re-run the scorecard on a fixed calendar.
Qualified promises kept, divided by promises made. Read per audience and per year, it is the most direct single measure of the expectation factor, and it moves before survey scores do.
To measure contribution willingness without asking a leading question, quote different price points to comparable customer cohorts — five to thirty percent apart — over thirty days, and watch behaviour rather than stated intent.
Take ten transactions from the past year. For each, record what you spent in time, money, deposits, legal review, and waiting to be believed; then estimate what a counterparty with a strong reputation would have spent for the same transaction.
Tag every monitored mention by issue and by sentiment, then read the matrix rather than the total.
Realised return divided by promised return, read against the resources invested.
Plot a live crisis on two axes — severity of harm and speed of spread — to decide whether to answer with facts, with action, or with both.
Tell it fast, tell it all, tell your own tale — but in sequence rather than at once. The crisis team holds the whole picture, one spokesperson does the talking, and the message leaves from a single point.
Type your own numbers. Nothing you enter leaves this page: there is no account, no cookie, and no request to a server. Reload and it is gone.
Score each factor from 1 to 10. Be honest with the weakest one; it is the only one worth acting on first.
Qualified promises kept, divided by promises made. Read it per audience and per year — never as a company-wide average.
For one transaction: what you spent to be believed, against what a counterparty with a strong reputation would have spent for the same thing.
