Enterprise University - Precision Leadership - Your Organization's strengths and opportunities Survey

Leadership has been described as "Getting the right things done on time, through people." To accomplish this, effective leaders focus their efforts on a few developmental initiatives at a time that will have the greatest impact.

FUEL's Gap Analysis highlights where to focus and the best way to make simple changes with significant impact.

By providing this anonymous feedback on your organization you will help us customize our Enterprise University workshop for the group's needs. Additionally, completing this questionnaire will provide you with insights into your organization's strengths and opportunities regarding execution of your plan.

	We do this well	We could use improvement
New hires of consistently high quality	New hires of consistently high quality We do this well	New hires of consistently high quality We could use improvement
Retaining talent	Retaining talent We do this well	Retaining talent We could use improvement
Filling openings fast	Filling openings fast We do this well	Filling openings fast We could use improvement
Leadership openings filled from within	Leadership openings filled from within We do this well	Leadership openings filled from within We could use improvement
Teams move quickly to high performance	Teams move quickly to high performance We do this well	Teams move quickly to high performance We could use improvement

We do this well

We could use improvement

New hires of consistently high quality

New hires of consistently high quality We do this well

New hires of consistently high quality We could use improvement

Retaining talent

Retaining talent We do this well

Retaining talent We could use improvement

Filling openings fast

Filling openings fast We do this well

Filling openings fast We could use improvement

Leadership openings filled from within

Leadership openings filled from within We do this well

Leadership openings filled from within We could use improvement

Teams move quickly to high performance

Teams move quickly to high performance We do this well

Teams move quickly to high performance We could use improvement

	We do this well	We could use improvement
A mission statement exists for the company	A mission statement exists for the company We do this well	A mission statement exists for the company We could use improvement
The mission clearly states your purpose/reason to exist	The mission clearly states your purpose/reason to exist We do this well	The mission clearly states your purpose/reason to exist We could use improvement
Each team has a clearly stated mission	Each team has a clearly stated mission We do this well	Each team has a clearly stated mission We could use improvement
There is a compelling vision of success accompanying our mission	There is a compelling vision of success accompanying our mission We do this well	There is a compelling vision of success accompanying our mission We could use improvement
Leaders listen and use non-directive conversational and meeting leadership	Leaders listen and use non-directive conversational and meeting leadership We do this well	Leaders listen and use non-directive conversational and meeting leadership We could use improvement
It is clear that we care about individuals and also have high expectations for them	It is clear that we care about individuals and also have high expectations for them We do this well	It is clear that we care about individuals and also have high expectations for them We could use improvement

We do this well

We could use improvement

A mission statement exists for the company

A mission statement exists for the company We do this well

A mission statement exists for the company We could use improvement

The mission clearly states your purpose/reason to exist

The mission clearly states your purpose/reason to exist We do this well

The mission clearly states your purpose/reason to exist We could use improvement

Each team has a clearly stated mission

Each team has a clearly stated mission We do this well

Each team has a clearly stated mission We could use improvement

There is a compelling vision of success accompanying our mission

There is a compelling vision of success accompanying our mission We do this well

There is a compelling vision of success accompanying our mission We could use improvement

Leaders listen and use non-directive conversational and meeting leadership

Leaders listen and use non-directive conversational and meeting leadership We do this well

Leaders listen and use non-directive conversational and meeting leadership We could use improvement

It is clear that we care about individuals and also have high expectations for them

It is clear that we care about individuals and also have high expectations for them We do this well

It is clear that we care about individuals and also have high expectations for them We could use improvement

	We do this well	We could use improvement
Individuals are clear on expectations for their role (skill, knowledge and high payoff activities)	Individuals are clear on expectations for their role (skill, knowledge and high payoff activities) We do this well	Individuals are clear on expectations for their role (skill, knowledge and high payoff activities) We could use improvement
Individuals know where they stand in terms of expectations for their role	Individuals know where they stand in terms of expectations for their role We do this well	Individuals know where they stand in terms of expectations for their role We could use improvement
There is a formal onboarding process for new hires led from the start by the hiring manager	There is a formal onboarding process for new hires led from the start by the hiring manager We do this well	There is a formal onboarding process for new hires led from the start by the hiring manager We could use improvement
Delegation of work includes authority to act and decide	Delegation of work includes authority to act and decide We do this well	Delegation of work includes authority to act and decide We could use improvement
Team leaders take time to observe their team members' performance	Team leaders take time to observe their team members' performance We do this well	Team leaders take time to observe their team members' performance We could use improvement

We do this well

We could use improvement

Individuals are clear on expectations for their role (skill, knowledge and high payoff activities)

Individuals are clear on expectations for their role (skill, knowledge and high payoff activities) We do this well

Individuals are clear on expectations for their role (skill, knowledge and high payoff activities) We could use improvement

Individuals know where they stand in terms of expectations for their role

Individuals know where they stand in terms of expectations for their role We do this well

Individuals know where they stand in terms of expectations for their role We could use improvement

There is a formal onboarding process for new hires led from the start by the hiring manager

There is a formal onboarding process for new hires led from the start by the hiring manager We do this well

There is a formal onboarding process for new hires led from the start by the hiring manager We could use improvement

Delegation of work includes authority to act and decide

Delegation of work includes authority to act and decide We do this well

Delegation of work includes authority to act and decide We could use improvement

Team leaders take time to observe their team members' performance

Team leaders take time to observe their team members' performance We do this well

Team leaders take time to observe their team members' performance We could use improvement

	We do this well	We could use improvement
Individuals participate in ongoing performance discussions with their team leader	Individuals participate in ongoing performance discussions with their team leader We do this well	Individuals participate in ongoing performance discussions with their team leader We could use improvement
Performance counseling includes knowledge, skill and high payoff activities	Performance counseling includes knowledge, skill and high payoff activities We do this well	Performance counseling includes knowledge, skill and high payoff activities We could use improvement
Team leaders coach their team members to help them improve their skills	Team leaders coach their team members to help them improve their skills We do this well	Team leaders coach their team members to help them improve their skills We could use improvement
Team leaders take time for one-on-one's with their team members	Team leaders take time for one-on-one's with their team members We do this well	Team leaders take time for one-on-one's with their team members We could use improvement
Most team members look forward to feedback from their team leader	Most team members look forward to feedback from their team leader We do this well	Most team members look forward to feedback from their team leader We could use improvement

We do this well

We could use improvement

Individuals participate in ongoing performance discussions with their team leader

Individuals participate in ongoing performance discussions with their team leader We do this well

Individuals participate in ongoing performance discussions with their team leader We could use improvement

Performance counseling includes knowledge, skill and high payoff activities

Performance counseling includes knowledge, skill and high payoff activities We do this well

Performance counseling includes knowledge, skill and high payoff activities We could use improvement

Team leaders coach their team members to help them improve their skills

Team leaders coach their team members to help them improve their skills We do this well

Team leaders coach their team members to help them improve their skills We could use improvement

Team leaders take time for one-on-one's with their team members

Team leaders take time for one-on-one's with their team members We do this well

Team leaders take time for one-on-one's with their team members We could use improvement

Most team members look forward to feedback from their team leader

Most team members look forward to feedback from their team leader We do this well

Most team members look forward to feedback from their team leader We could use improvement

	We do this well	We could use improvement
There are clear metrics on results expected (confirming indicators like quarterly/annual goals, etc.)	There are clear metrics on results expected (confirming indicators like quarterly/annual goals, etc.) We do this well	There are clear metrics on results expected (confirming indicators like quarterly/annual goals, etc.) We could use improvement
There are clear metrics on high payoff activities that lead to results (predictive indicators like grantee meetings, etc.)	There are clear metrics on high payoff activities that lead to results (predictive indicators like grantee meetings, etc.) We do this well	There are clear metrics on high payoff activities that lead to results (predictive indicators like grantee meetings, etc.) We could use improvement
There is alignment for individuals between what is expected and what is rewarded	There is alignment for individuals between what is expected and what is rewarded We do this well	There is alignment for individuals between what is expected and what is rewarded We could use improvement
There is alignment for teams between what is expected and what is rewarded	There is alignment for teams between what is expected and what is rewarded We do this well	There is alignment for teams between what is expected and what is rewarded We could use improvement
Promotions are earned through skill, knowledge and successful performance	Promotions are earned through skill, knowledge and successful performance We do this well	Promotions are earned through skill, knowledge and successful performance We could use improvement

We do this well

We could use improvement

There are clear metrics on results expected (confirming indicators like quarterly/annual goals, etc.)

There are clear metrics on results expected (confirming indicators like quarterly/annual goals, etc.) We do this well

There are clear metrics on results expected (confirming indicators like quarterly/annual goals, etc.) We could use improvement

There are clear metrics on high payoff activities that lead to results (predictive indicators like grantee meetings, etc.)

There are clear metrics on high payoff activities that lead to results (predictive indicators like grantee meetings, etc.) We do this well

There are clear metrics on high payoff activities that lead to results (predictive indicators like grantee meetings, etc.) We could use improvement

There is alignment for individuals between what is expected and what is rewarded

There is alignment for individuals between what is expected and what is rewarded We do this well

There is alignment for individuals between what is expected and what is rewarded We could use improvement

There is alignment for teams between what is expected and what is rewarded

There is alignment for teams between what is expected and what is rewarded We do this well

There is alignment for teams between what is expected and what is rewarded We could use improvement

Promotions are earned through skill, knowledge and successful performance

Promotions are earned through skill, knowledge and successful performance We do this well

Promotions are earned through skill, knowledge and successful performance We could use improvement

Enterprise University - Precision Leadership -
Your Organization's strengths and opportunities

Successful plan execution requires 5 Essential Practices

Question Title

1. BUILD

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2. ENGAGE

Question Title

3.
DIRECT

Question Title

4. Coach

Question Title

5. Align

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6. As you reflect on your answers to this questionnaire, what are the one or two most important opportunities for your organization?

Question Title

7. At what level of leadership are you in your current or recent organization

Question Title

8. In what sector does your organization reside?

Enterprise University - Precision Leadership - Your Organization's strengths and opportunities

Successful plan execution requires 5 Essential Practices

Question Title

* 1. BUILD

Question Title

* 2. ENGAGE

Question Title

* 3. DIRECT

Question Title

* 4. Coach

Question Title

* 5. Align

Question Title

* 6. As you reflect on your answers to this questionnaire, what are the one or two most important opportunities for your organization?

Question Title

* 7. At what level of leadership are you in your current or recent organization

Question Title

* 8. In what sector does your organization reside?

Enterprise University - Precision Leadership -
Your Organization's strengths and opportunities

1. BUILD

2. ENGAGE

3.
DIRECT

4. Coach

5. Align

6. As you reflect on your answers to this questionnaire, what are the one or two most important opportunities for your organization?

7. At what level of leadership are you in your current or recent organization

8. In what sector does your organization reside?