Step 1 of 9 0% Email Header<p>Thank you for taking the time to complete the quiz on Creating a High-Performance Team Environment.</p><p>Your individual report is compiled in the PDF attached.</p>Email Footer<p>All my best,</p><p>Beth Strathman, JD, SPHR, ACC</p><p><!--[if gte vml 1]>--> </p><p>Leadership/Executive Coach | Psychological Safety Coach</p><p><!--[if gte vml 1]>--> <!--[if gte vml 1]>--> </p><p>E: <a href="mailto:beth@firebrandconsultingllc.com">beth@firebrandconsultingllc.com</a></p><p>W: <a href="http://firebrandconsultingllc.com">firebrandconsultingllc.com</a></p>Instructions: Click/touch on the answer below that you feel is the most relevant. Focus & ExecutionHow well do you communicate team roles, plans, and goals?I struggle to clearly communicate team roles, plans, and goals. I often am pulled in many different directions and lose focus with my team. I believe my team should know what to do, so I don’t waste time babysitting them.I’m frustrated with my ability to clearly communicate team roles, plans, and goals. I have good intentions for running efficient team meetings and checking understanding of their roles in achieving our goals, but there still appears to be confusion on the plan after we meet. I do well with clearly communicating team roles, plans, and goals with my team. However, I could be more consistent or clearer by ensuring everyone is shares a common understanding of goals, objectives, measures of success, and each team member’s role in carrying out the plan. Occasionally, discussions drift from the agenda.I’m successful at communicating team roles, plans, and goals. I regularly communicate company goals and ensure each team member understands the plan for achieving them. My team meetings have clear agendas and resulting action plans. I make sure our objectives and measures of success are clear in order to organize our work. How often do you bring up the purpose of the work and its impact on others with your team?I rarely take the time to bring up the purpose and impact of our work. I believe it’s obvious and don’t feel the need to point it out. Due to time or resource constraints, we focus on actually doing the work to reach our goals and timelines, so I don’t spend precious time talking about things like purpose and impact.I sometimes mention the purpose and impact of my team’s work. I know understanding the big picture is important but I think the team gets it. While I might mention our purpose at the start of a large initiative, I don’t mention those ideals very much if at all throughout the initiative or project.I’m doing well with stating the purpose and impact of our work. I usually remind my team of the purpose and impact of our work at the start of new projects and again at any time I sense they are losing sight of the bigger picture. I could improve by being more consistent at restating our purpose more consistently whenever we meet.I am successful at stating the purpose and impact of our work to set the stage for new initiatives and projects. With each new endeavor, I almost always identify our purpose, what’s at stake, and why it matters. I intentionally remind the team of these things along the way, especially when there is disagreement on matters. How well do you encourage your team to experiment, especially when aspects of the work are uncertain/unknown?I do not encourage my team to experiment with anything to achieve our goals. I don’t want them to waste time and resources on “maybes” and “what ifs”. We have clear roles and goals, so I expect them to follow our current processes and procedures and to ask me if they have questions.I’m frustrated with my ability to encourage my team to experiment. I appreciate the notion of learning more in areas where there is some uncertainty in our work, but I am hesitant to allow the team to deviate from our current routines and practices. I’m doing well at encouraging my team to run small experiments in areas where we don’t have an idea of the outcome. For the most part, I encourage the team to do small experiments especially when we have never done something before. However, I could encourage more experimentation, step back from offering advice, or helping them debrief results more.I am successful at encouraging my team to act experimentally. I frame the work as a way to learn something new. I’m okay failure, especially when we are in trying something brand new. I guide the team with questions as they design their approach, let them carry out their ideas, then lead the team to debrief their findings. Presence & ComposureHow well do you humbly admit to your team that you don’t have all the answers?I struggle to admit I don’t have the answers with my team. I have a great deal of knowledge based on my experience and want to share what I know with my team. As their leader, I believe I am the best person to decide what to do next. I avoid looking weak or uncertain because my team needs to respect my position based on my knowledge and experience.I am frustrated with my ability to admit I don’t have answers. I know my team has good ideas, but I believe I must appear in charge. I don’t want to appear inexperienced or less knowledgeable than they are. So, most of the time, I find myself telling them my opinion on what we need to do, even when I am uncertain or in completely new situations.I’m do well at admitting I don’t have all the answers with my team. I know I don’t have all the answers and that I can always learn something new. I often solicit their ideas and input for our work. However, there are times I do not state out loud that I don’t know something to save face.I am successful at admitting I don’t have all the answers with my team. I frequently say out loud that I don’t have all the answers, and I encourage the team to be humble and curious about what happens next. I frequently state that none of us stop learning and can always learn more. How well do handle it when members of your team achieve poor results or make a mistake?I struggle with responding with composure when my team gets poor results and or makes mistakes. Mistakes shouldn’t happen and indicate that the person or the team lacked adequate skill, knowledge or planning. I believe it’s my role to analyze what happened and tell them what they did wrong, and sometimes impose consequences to avoid future errors. I’m frustrated with my ability to respond to poor results or mistakes on my team. On one hand, we don’t want to make any mistakes, so I often tell them what they did wrong. On the other, I can see the value in learning from failures, but am not sure how positive to be. I’m unsure how to not encourage failure and keep my willing to try new methods in the future.I’m doing well at responding to poor results and mistakes with my team. I avoid criticizing them for the most part – especially when they showed sound judgment in their methods. I strive to make failure an opportunity to learn and improve. For the most part, I try to focus on what they learned. Still, I occasionally find myself criticizing their decisions and execution.I’m successful at responding when my team gets poor results or makes mistakes. I realize that many times things are unpredictable and excellence cannot be easily measured. I avoid criticizing them. Instead, I help them debrief and celebrate what went right and what they helped us learn. I offer support to guide next steps. Influence & AccountabilityHow well do you show appreciation to team members when they offer comments, ideas, and questions?I struggle with showing appreciation to team members for speaking up with their comments, ideas, and questions. I don’t want to waste time on comments or questions that I know to be wrong. Instead, I share my knowledge and expertise to guide them to what I know is true. I sometimes cut them off to save time and/or tell them why their idea is misguided.I’m frustrated with my ability to show appreciation to team members when they speak up with comments, ideas, and questions. I know I should encourage them to contribute. At the same time, I believe I need to correct any thinking that’s off base. I’m doing well with appreciating ideas, comments and questions from my team most of the time. I generally listen to them and thank them for sharing their thoughts. Still, I sometimes find myself telling them why their idea or comment is off base or won’t work.I’m successful at appreciating ideas, comments, and questions from my team. I listen thoughtfully and almost always thank them for contributing to the discussion. I often point out what I find interesting or important about what they say. I frequently ask additional questions to help them clarify their thinking. How well are you doing at asking good questions of your team, rather than simply telling them what you think?I struggle with asking good questions of my team rather than just telling them what I think. Usually, I don’t think my team has any more or better expertise than I do to guide our work. I almost always rely on my own judgment about how to proceed. If I do ask for input, I find myself telling them what I think about their answers.I am frustrated with my ability to ask good questions of my team rather than just telling them what I think. I want to involve my team more in discussions about our work, but either I don’t trust their judgment or feel the pressure to get things done. I often ask them questions that imply the answer or end up just telling them what to do most of the time.I am do well at asking good questions of my team rather than just telling them what I think. I’m getting better at asking them what they think before I weigh in on the matter. I avoid asking questions that signal the specific answer I want to hear. I could get better at asking more open-ended questions.I am successful at asking good questions of my team rather than just telling them what I think. I rarely if ever weigh in on a matter before I ask them to share their thinking. I avoid asking rhetorical questions or questions that signal a specific answer. I almost always ask questions that go broad and deep into a topic. How well do you address conduct or performance that violates a policy, procedure, or standard your team is aware of?I struggle with addressing clear conduct or performance issues with my team. Either: • I avoid addressing these issues because it is uncomfortable for me; or • I address these issues timely but when I am frustrated/angry; or • I address these issues inconsistently across team members or for similar issues. I am frustrated with my ability to address clear conduct or performance issues. I want to give my team “permission to fail” without being critical. Thus, I have difficulty distinguishing between “mistakes” or “failures” that help us all learn and poor performance that I should not tolerate. I’m not sure when and to what extent to hold my team accountable.I am doing well at addressing clear issues of conduct and performance with my team. Most of the time, I set forth the company and team expectations and standards of conduct up front and usually follow up on any violations of those expectations with any appropriate consequences. However, I could be more consistent..I am successful at addressing clear issues of conduct or performance with my team. I almost always set clear expectations and boundaries. And I respond consistently across incidents and people with a measured response to influence future behavior of the individual and the team. Final DetailsOne final step before we send you your results. Name* First Name Email* Email Consent* Yes, I give consent to securely store my details, email me my report along with future relevant tips supporting my score. Note: We will never share your details with any third party. View our Privacy Policy. Identify the most important numberTopic 1 GapTopic 2 GapTopic 3 GapTopic 1 Yes Most ImportantTopic 2 Yes Most ImportantTopic 3 Yes Most ImportantOverall Score results text for Column 1 - 0-40%<p>From your self-identified score, it appears you must improve in most key skill areas to create a team environment that optimizes your team's performance and results.</p>Overall Score results text for Column 2 - 40-62%<p>From your self-identified score, it appears there are a number of key skill areas you could improve in to create an environment that optimizes your team's performance and results. </p>Overall Score results text for Column 3 - 63-84%<p>From your self-identified score, it appears you are doing OK in most areas, but could improve a little at creating an environment that optimizes your team's performance and results.</p>Overall Score results text for Column 4 - 85-100%<p>From your self-identified score, it appears you are successful with most areas. Well done! Bonus points if you are training your team to do the same with their direct reports.</p>Q1 or Topic 1 Biggest Gap Feedback<p><strong>Focus & Execution</strong></p><p>It looks like you could improve in the key leadership area of Focus & Execution. Don't worry, you're not alone. Here are some tips to consider:</p><ul><li>For operational team meetings, create an agenda and publish it at least a day in advance of the meeting, so the team knows what they’ll be expected to weigh in on. Solicit agenda items from your team that have implications for other team members.</li></ul><ul><li>Identify why the work matters for various stakeholders. Knowing this will carry your team through challenging times along the way.</li><li>Ask each team member why the work matters to them personally.</li><li>When there are team disagreements, go back to the overarching purpose to refocus the team on what’s really important to remember. It’s easy to get lost in the details and lose sight of the bigger picture</li></ul><p><strong>Act Experimentally</strong></p><ul><li>Encourage your team to run small experiments, especially when you are in unchartered waters. Start with less risky experiments first. Then, you can move on to experiments with potentially bigger, more important impacts.</li><li>Have the team act like scientists: hypothesize, design what to test, run the experiment, measure, and report back. Create clear action plans with Who, Does What, How, and By When.</li><li>Debrief experiments to extract what the team learned. Then use the learning to adjust what the team does next.</li></ul><p>Here are some additional resources:</p><ul><li><a href="https://hbsp.harvard.edu/product/5764-HBK-ENG?Ntt=adaptive+leadership&itemFindingMethod=Search">The Practice of Adaptive Leadership</a>, by Heifetz, Grashow, and Linsky</li><li><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=54851">The Fearless Organization</a>, by Amy Edmondson</li><li>Blog: <a href="https://leadlikenobodysbusiness.com/2019/07/13/drive-your-daily-work-with-purpose/">Stop Distractions by Going Back to Your Purpose</a></li><li>Blog: <a href="https://leadlikenobodysbusiness.com/2017/02/08/create-better-focus-reframing-goal-hypothesis-experiment/">Create Better Focus by Reframing Your Approach to Achieving Goals</a></li></ul>Q2 or Topic 2 Biggest Gap Feedback<p><strong>Presence & Composure</strong></p><p>Looks like you could improve in the key leadership area of Presence & Composure. Don't worry, you're not alone. This is probably the most common area where leaders have room to grow.</p><p>Here are some tips to consider:</p><p>Humility is not false modesty. Humility is a recognition that you don’t know everything and don’t have a way to read the future. By showing humility, your team will respect you more. Additionally, admitting you don’t have all the answers gives others a reason to speak up to share their ideas, concerns, and questions.</p><ul><li>Say out loud that you don’t have all the answers and ask for your team’s best thinking on a topic or issue.</li><li>Admit when you are wrong or make mistakes to your team. </li><li>Create the habit of frequently saying out loud that we humans never stop learning and can always learn more.</li></ul><p>In today’s complex and ever-changing world, the work goals in many organizations have shifted from one of preventing failure to encouraging smart failures to promote fast learning. </p><ul><li>Adopt an experimental mindset where the outcome is uncertain. Allow your team to run an experiment with a new approach or technique. When you do this, failure will be seen as a natural byproduct of a well-conceived experiment and, therefore, something to learn from.</li><li>When you debrief failure, commend your team for what was smart about their approach and focus on what the results taught them.</li><li>When the failure resulted from a violation of a known and clear policy, law, regulation, or procedure, that’s when to consider corrective action.</li></ul><p>Here are some additional resources:</p><ul><li><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=54851">The Fearless Organization</a>, by Amy Edmondson</li><li>Blog: <a href="https://leadlikenobodysbusiness.com/2019/03/19/how-to-know-if-you-are-a-micromanager/">How to Know If You’re a Micromanager</a></li><li>Blog: <a href="https://leadlikenobodysbusiness.com/2018/08/14/1270/">8 Focal Points for Deeper Listening</a></li></ul>Q3 or Topic 3 Biggest Gap Feedback<p><strong>Influence & Accountability</strong></p><p>Looks like you could improve in the key leadership area of Influence & Accountability. Don't worry, you're not alone. </p><p>Here are some tips to consider:</p><ul><li>You don’t have to use “fake praise” or make your team think their ideas are all wonderful. Instead, guide them to examine their idea further until they decide to run an experiment to test it or start to see how it doesn’t hold up. Do this primarily by:</li><li>Thank team members for contributing to the discussion (even if all of their thoughts weren’t gems).</li><li>Praise effort, not the result.</li><li>Listen attentively to what they say to spur additional questions.</li><li>Acknowledge interesting or sound aspects of their thinking.</li></ul><ul><li>Ask good questions to get your team thinking about an issue or problem regarding the work. A good question to ask them is one you don’t already know the answer to.</li><li>Ask open-ended questions that focus your team’s thinking on a specific aspect of the issue.</li><li>Model active listening for others and use your curiosity to ask even more questions based on what they say.</li></ul><p>Here are some additional resources:</p><ul><li><a href="https://www.radicalcandor.com/">Radical Candor</a>, by Kim Scott</li><li><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=54851">The Fearless Organization</a>, by Amy Edmondson</li><li>Blog: <a href="https://leadlikenobodysbusiness.com/2013/01/24/employee-recognition-for-the-no-nonsense-boss/">Employee Recognition for the No Nonsense Boss</a></li><li>Blog: <a href="https://leadlikenobodysbusiness.com/2019/10/21/this-is-whats-keeping-you-from-building-a-high-performing-team/">This is What’s Keeping You From Building a High-Performing Team</a></li></ul>Call to Action for EveryoneCall to Action for Column 1 - 0-40%<p>I can see you are struggling and would love to see how I can help you improve.</p><p>I'd love to hear more about your situation and discuss how we might work together, so you can create a team environment that optimizes your team to exceed expectations and achieve incredible results.</p><p>Schedule an obligation-free discovery call with me via <strong><a target="_blank" href="https://calendly.com/firebrandconsulting/strategysession">https://calendly.com/firebrandconsulting/st</a></strong><strong><a target="_blank" href="https://calendly.com/firebrandconsulting/strategysession">rategysession</a></strong></p><p> </p>Call to Action for Column 2 - 40-62%<p>I can see you might be frustrated with some of the outcomes you're getting and would love to see how I can help you improve.</p><p>I'd love to hear more about your situation and discuss how we might work together, so you can create a team environment that optimizes your team to exceed expectations and achieve incredible results.</p><p>Schedule an obligation-free discovery call with me via <strong><a target="_blank" href="https://calendly.com/firebrandconsulting/strategysession">https://calendly.com/firebrandconsulting/strategysession</a></strong></p><p> </p>Call to Action for Column 3 - 63-84%<p>I can see you are doing OK in most areas. Still, I would love to hear more about your situation and discuss how we might work together, so you and your team achieve optimal results.</p><p>Schedule an obligation-free discovery call with me via <strong><a target="_blank" href="https://calendly.com/firebrandconsulting/strategysession">https://calendly.com/firebrandconsulting/strategysession</a></strong></p><p> </p>Call to Action for Column 4 - 85-100%<p>I can see you feel successful in most areas. It would be great to see how I can help you even further by ensuring you stay on track and/or cascade the same expectations to other teams in your company or area of responsibility.</p><p>Let's chat about your score and your team and discuss what it could look like to work together to fine tune your team(s).</p><p>Schedule an obligation-free discovery call with me via <strong><a target="_blank" href="https://calendly.com/firebrandconsulting/strategysession">https://calendly.com/firebrandconsulting/strategysession</a></strong></p><p> </p>Question 1 results text for Column 1 - 0-40%Question 1 results text for Column 2 - 40-62%Question 1 results text for Column 3 - 63-84%Question 1 results text for Column 4 - 85-100%Question 2 results text for Column 1 - 0-40%Question 2 results text for Column 2 - 40-62%Question 2 results text for Column 3 - 63-84%Question 2 results text for Column 4 - 85-100%Question 3 results text for Column 1 - 0-40%Question 3 results text for Column 2 - 40-62%Question 3 results text for Column 3 - 63-84%Question 3 results text for Column 4 - 85-100%Question 1 %Question 2 %Question 3 %Overall Total NumberThis will simply add up all questions and give a total number of points for all. Overall Current PercentageCreation note: Change "40" to the number of total points available in this quiz. Remember each question is worth a total of 4 points. E.g. Total of 6 questions is 4x6 = "24". Total of 8 questions is 4x8 = "32". etc This iframe contains the logic required to handle Ajax powered Gravity Forms.
