Use the scale bellow to indicate how each statement applies to your team.
Be sure to evaluate the statements honestly and without overthinking your answers.
1 Rarely 2 Sometimes 3 Usually
Team members call out one another’s deficiencies or unproductive behaviours.
Team members quickly and genuinely apologise to one another when they say or do
something inappropriate or possibly damaging to the team.
Team members willingly make sacrifices (such as budget, turf, head count)
in their departments or areas of expertise for the good of the team.
Team members openly admit their weaknesses and mistakes.
Team meetings are compelling and not boring.
Team members leave meetings confident that their peers are completely committed
to the decisions agreed upon during the meeting, even if there was initial disagreement.
Morale is significantly affected by the failure to achieve team goals.
During team meetings, the most important and most difficult issues
are put on the table to be resolved.
Team members are deeply concerned about the prospect of letting down their peers.
Team members know about one another’s personal lives and are comfortable discussing them.
Team members en discussions with clear and specific resolutions and calls to action.
Team members challenge one another about their plans and approaches.
Team members are slow to seek credit for their own contributions but quick to point out those of others.
Answer Yes or No to the following questions:
Is the team really a TEAM?
A team is a relatively small number of people (from three to twelve) who meet on a regular basis and are collectively responsible for results. The team members share common goals as well as the rewards and responsibilities for achieving them. Not every group is a team. For example, a group that appears to be a team might simply be a collection of people who report to the same manager, but who have relatively interdependence and mutual accountability. Of a group does nor meet the criteria od a true tea, the Audacious in-house team Programme is unlikely to produce the resultts they expect.
Is this team ready for “heavy lifting”?
The advantages od being a highly functioning team are enormous. But they can only be achieved if the team is willing to invest considerable time and emotional energy in the process. It wont work if the team is interested only in shortcuts and half-measures.
Is the leader truly committed to building a team?
The fact is, leadership matters. For a team to be sucessful, the leader must understand the power of teamwork and be prepared to lead the effort in terms of setting an example and dedication time to ti. Still, it’s important to note that many leaders who seem uninterested in teamwork are often just skeptical about the possibility of achieving it of afraid that acknowledging the need for it might reflect poorly on them. In these cases, success is possible as long as team leaders are willing to start the proces with good intentions
Is this the right time?
Certain situations make it difficult to effectively implement the feedback process. We suggest that you reconsider engaging in an Audacious In-house Team Programme if any of the following situations exist:
- The team is very new. A team should have been together for a minimum of six to eight weeks prior utilising this assessment.
- There is about to be a change in the nature of the team. The time is probably not right if a team member will be leaving or the team’s responsibilities are about to change significantly.
- There is going to be or recently has been a significant organisational change, such as merger, a reorganisation, or a new CEO.
- The team has a unusually heavy workload with impending deadlines
We will email you your test results shortly: