The ACE Buy-In Assessment

A1. I have clearly and specifically explained what I expect from this person — language specific enough a new hire could picture exactly what "done right" looks like.

A2. This person knows exactly which decisions are theirs to make, and which come back to me.

A3. I have confirmed this person's understanding directly, rather than assuming my instructions landed.

A4. When this person falls short of a standard, I address it early and directly.

A5. I hold this person to the same standard I hold my best performer to.

A6. I follow up after feedback to confirm whether anything actually changed.

A7. This person could explain, in their own words, exactly what success looks like in their role.

B1. I've had a genuine conversation with this person in the last 90 days that had nothing to do with performance.

B2. If I had to deliver hard feedback to this person tomorrow, there's enough trust already banked for it to land.

B3. This person would say I listen to them, even when I disagree.

B4. I know something real about this person's life or motivations beyond what they produce for me.

B5. When I've corrected this person in the past, the relationship recovered rather than growing distant.

B6. I've made a "deposit" recently — time given with nothing asked for in return.

B7. If I damaged trust with this person, I'd notice and address it directly rather than hoping time repairs it.

C1. This person has at least one real, specific decision that belongs to them — not a task with a method I already chose.

C2. I've made the boundaries of that decision explicit — what's theirs, what isn't, and when it comes back to me.

C3. I'm genuinely willing to let the outcome look different than it would if I'd made the decision myself.

C4. When this person has made a call I wouldn't have made, I let it stand rather than stepping back in.

C5. This person solves problems without waiting to be told, within their given boundaries.

C6. I can name the specific thing I'm afraid of if I hand this person more ownership — and it's about the risk, not my need for control.

C7. Other people on the team have visibly seen this person given real ownership of something.