To give you the most relevant results, tell us what you’re primarily assessing today.
My team - a group I lead directly or work closely with
My leadership layer - the senior team around me
My whole organisation
When a difficult decision needs to be made, what typically happens?
It gets made quickly at the right level - people are empowered to decide
It gets made, but usually takes longer than it should
It gets escalated upward, even when the person could have decided themselves
It stalls - decisions circle without reaching resolution
How would you describe the quality of agreement in your team’s meetings?
Genuine - people say what they think and commit to it
Mostly genuine, with some hedging
Often performed - people agree in the room, then act differently afterwards
Agreement is rare - meetings produce more conflict than resolution
When something goes wrong, what is the typical first response?
Collective problem-solving - the team focuses on what to do next
Some accountability, but a tendency to look for explanations first
Defensive behaviour - people protect themselves or their team
Blame — there is usually a clear target for what went wrong
How does your organisation typically respond to a new approach or idea?
Open curiosity - new ideas get a fair hearing and are genuinely tested
Cautious interest - ideas are heard but tested slowly and carefully
Scepticism - there is a strong pull toward how things have always been done
Resistance - new approaches are reliably compared unfavourably to the past
Which of these best describes your transformation or change programmes?
Change sticks - new behaviours embed and the organisation moves forward
Change takes hold eventually, but requires sustained effort to maintain
Change stalls - initial energy fades and people revert to old ways
Change fails more often than not — it rarely gets past the announcement stage
How would you describe the level of genuine challenge in your leadership team’s discussions?
High - different perspectives are actively sought and productive conflict is normal
Moderate - challenge happens but requires the right conditions or the right people
Low - there is an unspoken pressure to align with the dominant view
Absent — challenging the prevailing view is not safe or rewarded here
How would you describe execution pace in your organisation?
Fast and focused - the team moves from decision to real action quickly
Steady but slower than it could be - the brakes are on somewhere
Sluggish - good ideas take too long to become real things
Stalled - there are many things that have been ‘nearly ready’ for too long
When faced with a difficult call, how do your leaders typically behave?
They back their judgement - they decide with the information available
They decide, but often seek more reassurance than the situation requires
They seek more data, more consensus, or more time before committing
Decisions get deferred - the need for certainty delays action indefinitely
How connected does your team feel to the purpose behind their work?
Strongly connected - people know what they’re fighting for and it motivates them
Moderately connected - some teams are energised, others less so
Loosely connected - the strategy exists but feels abstract rather than felt
Disconnected - people are showing up but the mojo has gone
Which of these best describes the primary challenge you’re trying to solve right now?
Slow or poor decision-making
Change programmes failing or stalling
Low innovation or risk aversion
Burnout or disengagement
Silos and lack of collaboration
Blame culture or psychological safety issues
How many people are you primarily thinking about in your responses today?
Up to 50 people
50–200 people
200–500 people
500 or more people
Which of these best describes your organisation’s current situation?
Going through or about to start a significant change programme
Recovering from a period of significant disruption
Performing well but preparing for future uncertainty
Just exploring - no specific trigger right now
Your results are ready.
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