Global Team Assessment

Shared Understanding
For a team to perform, it is essential to create the shared beliefs that the team is an environment where everyone can be themselves and be open about what drives them: their unique personality, skills, ideas, goals and dreams.
1) For how many of your team members can you say you know their goals and personal drivers? *

1. None. I am not explicitly aware of my team members personal drivers and goals, though I have hunches for some of them.

2. Some. I know the personal goals and drivers of some of my team members, but for some I am still guessing.

3. Most. We have made our personal goals and drivers explicit, but some team members have not yet done this.

4. All. We have made our personal drivers and goals explicit and share and discuss these in our team.

Safe Environment
Making mistakes, recognizing them and learning from them is essential for growth. To create a culture in the team where people can show their vulnerabilities and do not feel embarrassed, rejected or punished for failure (especially when trying to achieve the right thing), a high level of safety is needed in a team.
2) How many of the members of your team are open about their weaknesses and mistakes? *

1. None. No one is open about mistakes and weaknesses.

2. Some of us are comfortable in being open about weaknesses and mistakes.

3. Most of us are comfortable with each other, so we regularly discuss mistakes or weaknesses.

4. All of us are comfortable and we share our mistakes and learnings openly.

Respectful And Effective Feedback
To grow and improve as a team it is essential that a regular feedback cycle is in place, where feedback is given in a respectful and effective way. Respectful feedback means that it is focused on what happens and is done (discuss behaviour, not personality). Effective feedback means that it is focussed on a concrete action or direction to improve.
3) How often does your team give and receive feedback to each other in a respectful and effective way? *

1. Never. Feedback is given unstructured and on the fly and mostly during arguments and fierce (emotional) discussions.

2. Sometimes. We do have our moments for feedback but we are not very skilled at it yet.

3. Usually. We have our regular feedback moments and are open and honest to each other, but sometimes we do get lost in emotions of blame and guilt.

4. Always. We are skilled in constructive feedback and have dedicated moments for this. Even if it sometimes gets emotional we accept and deal with that well.

Effective Decision Making
Decision making has a large influence on a team's motivation, energy and performance.. Therefore it is important to establish clarity in the decision-making process, that this is time-boxed, that there are lively discussions to which every team member contributes, and that there is a strict follow-up on the decisions that are made.
4) How many of your teams decisions are made swiftly and effectively in lively time-boxed meetings that involve all team members? *

1. Hardly any. We struggle a lot with making decisions and therefore our meetings drag on, wasting time and energy.

2. Some. We sometimes make fast and good decisions, but it seems quite random whether this is easy or hard.

3. Most of our team decisions are taken effectively. Sometimes certain team members keep disagreeing with the decision, but in most cases they still commit.

4. All of our decisions are taken easily. We are like a well oiled decision-making machine!

Continuous Improvement
To reach a constant level of high performance, a team needs to be cross-functional and continuously improving on their own. Implementing a structure to share knowledge and experience steepens the learning curve and improves cross-functionality within the team.
5) To what extent do all team members contribute to knowledge and experience-sharing to improve the performance as a team? *

1. Hardly, because we never actively engage in knowledge and experience sharing within our team.

2. A little, but randomly since we don’t have regular knowledge and experience sharing sessions in place.

3. Largely. We have implemented regular and recurring knowledge and experience sharing sessions, although not everybody contributes equally or attends all the time.

4. Fully. All of us have a strong focus on knowledge sharing and improvement. We do this during our regular knowledge and experience sharing sessions, but also beyond these sessions.

Experimentation And Innovation
Experimenting frequently and trying out new solutions significantly increases team motivation and business value delivered.
6) How often do your team members experiment with innovative solutions? *

1. Never. We don’t have the time and/or creativity to experiment.

2. Sometimes, but only when we have a good idea and some time left. That combination hardly occurs.

3. Usually. We block time every sprint to do some experimentation, but sometimes the time pressure has a bad influence on our creativity.

4. Always. Creativity flows during our experimentation time!

Shared Responsibility And Ownership
When team members share responsibility and ownership for the results, motivation in a team is higher because people feel more connected to the work.
7) To what extent do team members feel responsible for the teams results? *

1. No, I feel our manager is responsible, not me or my team members.

2. Hardly, I feel responsible for my work, but the end result is the responsibility of management.

3. Largely. We are being empowered to do the work our way. We know what results are expected from us and the team feels committed to achieving those results.

4. Completely, we have a full ownership mentality on our team.

Impact On (Customer) Organization
Fulfilled people are happy people. Happy people are performing people! If you work in a team that understands how its’ work contributes to the (customers) organizational goal(s), chances are high that you feel fulfilled both on a personal and professional level.
8) To what extent are the team members aware of how much their work impacts the (customer) organization? *

1. No, my team is not aware of our impact.

2. Hardly: When the awareness of impact is limited, you have to wonder whether team members feel that their personal and professional goals are fulfilled.

3. Mostly yes. Our stakeholder communicates the value of our team to the organization regularly.

4. Completely. We are well aware of how we contribute to the organizational goals and are proud of this!

Cultural Awareness
Investing in building a team culture improves the happiness, engagement, motivation and performance of your High Performing Team.
9)To what extent does your team have a consciously built team culture that acts as a bridge between team members in different environments, from different cultures and on different continents? *

1. None. We have no explicit team culture that I am aware of.

2. Sort of, although it’s more of a way of working than a team culture.

3. We do have a team culture, although it is hard to maintain when it comes to remote working.

4. Definitely. Even when we're not in the same room, we feel connected to each other, engaged with our team work and ready to celebrate our successes together.

View the results of this mini assessment and see where you can improve immediately.
Would you like to receive more information, or for example, a benchmark to discover your position compared to similar organizations? Then please get in touch!

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