Team Health Survey

See what the Team Health Survey can uncover for your team!

Ultimately, you'll want the whole team to participate, but this is a good first step to understanding the value of the assessment.

To receive a complimentary debriefing on your individual results, please provide your email address below.

Rarely

Sometimes

Usually

1. Team members are passionate and unguarded in their discussion of issues.

1. Team members are passionate and unguarded in their discussion of issues. Rarely

1. Team members are passionate and unguarded in their discussion of issues. Sometimes

1. Team members are passionate and unguarded in their discussion of issues. Usually

2. Team members call out one another's deficiencies or unproductive behaviours.

2. Team members call out one another's deficiencies or unproductive behaviours. Rarely

2. Team members call out one another's deficiencies or unproductive behaviours. Sometimes

2. Team members call out one another's deficiencies or unproductive behaviours. Usually

3. Team members know what their peers are working on and how they contribute to the collective good of the team.

3. Team members know what their peers are working on and how they contribute to the collective good of the team. Rarely

3. Team members know what their peers are working on and how they contribute to the collective good of the team. Sometimes

3. Team members know what their peers are working on and how they contribute to the collective good of the team. Usually

4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team.

4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. Rarely

4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. Sometimes

4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. Usually

5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team.

5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team. Rarely

5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team. Sometimes

5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team. Usually

6. Team members openly admit their weaknesses and mistakes.

6. Team members openly admit their weaknesses and mistakes. Rarely

6. Team members openly admit their weaknesses and mistakes. Sometimes

6. Team members openly admit their weaknesses and mistakes. Usually

7. Team meetings are compelling and not boring.

7. Team meetings are compelling and not boring. Rarely

7. Team meetings are compelling and not boring. Sometimes

7. Team meetings are compelling and not boring. Usually

8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement.

8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. Rarely

8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. Sometimes

8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. Usually

9. Morale is significantly affected by the failure to achieve team goals.

9. Morale is significantly affected by the failure to achieve team goals. Rarely

9. Morale is significantly affected by the failure to achieve team goals. Sometimes

9. Morale is significantly affected by the failure to achieve team goals. Usually

10. During team meetings, the most important and most difficult issues are put on the table to be resolved.

10. During team meetings, the most important and most difficult issues are put on the table to be resolved. Rarely

10. During team meetings, the most important and most difficult issues are put on the table to be resolved. Sometimes

10. During team meetings, the most important and most difficult issues are put on the table to be resolved. Usually

11. Team members are deeply concerned about the prospect of letting down their peers.

11. Team members are deeply concerned about the prospect of letting down their peers. Rarely

11. Team members are deeply concerned about the prospect of letting down their peers. Sometimes

11. Team members are deeply concerned about the prospect of letting down their peers. Usually

12. Team members know one another's personal lives and are comfortable discussing them.

12. Team members know one another's personal lives and are comfortable discussing them. Rarely

12. Team members know one another's personal lives and are comfortable discussing them. Sometimes

12. Team members know one another's personal lives and are comfortable discussing them. Usually

13. Team members end discussions with clear and specific resolutions and calls to action.

13. Team members end discussions with clear and specific resolutions and calls to action. Rarely

13. Team members end discussions with clear and specific resolutions and calls to action. Sometimes

13. Team members end discussions with clear and specific resolutions and calls to action. Usually

14. Team members challenge one another about their plans and approaches.

14. Team members challenge one another about their plans and approaches. Rarely

14. Team members challenge one another about their plans and approaches. Sometimes

14. Team members challenge one another about their plans and approaches. Usually

15. Team members are slow to seek credit for their own contributions but quick to point out those of others.

15. Team members are slow to seek credit for their own contributions but quick to point out those of others. Rarely

15. Team members are slow to seek credit for their own contributions but quick to point out those of others. Sometimes

15. Team members are slow to seek credit for their own contributions but quick to point out those of others. Usually

Team Health Survey

Question Title

* 1. Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without over thinking your answers. Thank you!

Question Title

* 2. If you'd like to review your assessment scores with us, please leave your name and email address in the box below. One of our Strategy Coaches will be in touch shortly to schedule a call.