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DIRECTIONS:
Move the slider to the number that most closely represents your organization's tendency.
0 = the description
on the left is most accurate; 10 = the description on the right is most accurate
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Focus on activities. On reasons why it is not possible to reach individual or team goals. Stalled initiatives.
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Focus on results. Deep-seated accountability. Initiatives executed.
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Beating around the bush, dancing around the subject, skirting the issues. No one engages. Nothing changes.
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Naming and addressing the issues truthfully and effectively. Impetus for change.
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An "us versus them", "me versus you" culture. Politics, turf wars, competition for resources and attention.
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High levels of alignment, collaboration and partnership across functions in service to the organization’s goals.
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A culture of terminal "niceness." Avoiding or working around problem employees. Tolerating mediocrity.
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Effectively confronting attitudinal, performance or behavioral issues. Enhanced performance.
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Leaders overwhelmed by the complexity of their tasks. Everything is a priority. Micromanaging versus leading.
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Timely resolution of periodic leadership challenges. Clear priorities. Effective coaching and delegation.
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Original thinking is happening elsewhere. Sleepwalking through the manual.
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Shared enthusiasm for agility, innovation and risk taking. Shared standards of performance.
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A relationship with employees based primarily on an exchange of time and talent for a pay check. Low engagement scores.
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A relationship with employees based on passion for the organization’s goals and a genuine connection with customers and co-workers. High engagement scores.
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Most meetings are pointless, a waste of time. They are attended by the usual suspects who say what they always say. Nothing new or useful emerges.
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Most meetings tackle our most pressing issues. Create shifts in thinking and confidence that we can take our organization where it needs to go.
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Information starved, need-to-know culture
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Open, transparent, inclusive culture
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