Team Execution Diagnostic
Find out exactly where
execution breaks down.
20 questions across 12 structural dimensions. No right or wrong answers — just honest patterns. Takes about 5 minutes.
20Core questions
~5 minCompletion time
12Pillars analyzed
How to respond
Think about your team over the past 4–6 weeks. Pick the option that best describes the pattern — not a single incident. Your progress is saved automatically, so you can close the tab and come back later.
This is a self-assessment tool designed to identify execution patterns, not a substitute for professional consulting.
Your responses are processed securely and used solely to generate your report.
About Your Team
A few things first
This helps calibrate your diagnostic report.
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Team Lead / Manager
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Let's begin
Now let's look at how your team operates.
Each section covers a different execution dimension. Pick the option that best describes the pattern.
Section 1 of 6 · Clarity & Direction
Where Are We Going?
Let's look at clarity, priorities, and momentum.
Q1
When someone asks "What are we trying to achieve right now?", how consistent are the answers across your team?
Everyone gives essentially the same answer
Similar themes, different emphasis
Multiple competing versions
Answers are vague or generic
No shared answer
Q2
How often does planned priority work get displaced by "urgent" requests that weren't actually more important?
Rarely — less than once a month
Occasionally — 1–2 times a month
Regularly — weekly
Constantly — multiple times a week
It happens so often that plans don't really survive the week
Q3
Compared to 3 months ago, how would you describe your team's overall energy and morale?
Rising — people are more engaged and energized than before
Stable — holding steady at a sustainable level
Fluctuating — good weeks and bad weeks with no clear trend
Declining — a gradual drain that's becoming noticeable
Dropping fast — noticeably worse and still heading down
Section complete
Section 2 of 6 · Energy & Focus
How Sustainable Is the Pace?
Energy, focus, and what happens under pressure.
Q4
How would you describe your team's typical work intensity over the past month?
Sustainable — people have energy at the end of the day
Mostly manageable — some busy periods but recovery happens
Stretched — people are tired more often than not
Draining — sustained overwork with little relief
Unsustainable — people are running on fumes
Q5
How many hours per week does your team have for focused, deep work — not meetings, emails, or reactive tasks?
15+ hours — plenty of protected time
10–15 hours — enough to make real progress
5–10 hours — tight but workable
1–5 hours — barely any focused time
Less than 1 hour — deep work almost never happens
Q6
When your team is clearly overloaded, what usually happens?
Work gets reprioritized or redistributed quickly
It gets raised, but takes a while to adjust
The team stretches to absorb it
People handle it individually, in their own way
It usually only becomes visible when something breaks
Section complete
Section 3 of 6 · Systems & Resources
Does the Machine Work?
Systems, handoffs, and resources.
Q7
How well does your team's day-to-day work connect to the bigger strategy?
Very clearly — everyone sees the connection
Mostly — the link is there for most work
Somewhat — some work connects, some doesn't
Weakly — most people are just doing tasks
Not at all — the connection between daily work and strategy is unclear
Q8
When work moves from one person or team to another, how smoothly do handoffs go?
Smoothly — clear process, nothing gets lost
Mostly fine — occasional hiccups but manageable
Uneven — depends on the people involved
Messy — things regularly get dropped or misunderstood
There's no real handoff process — people figure it out each time
Q9
How often does your team's progress slow down because of missing tools, skills, information, or budget?
Almost never — we generally have what we need
Occasionally — small gaps that we work around
Regularly — there are recurring gaps that keep coming up
Often — we spend a lot of time making do with what we have
Most of the time — lack of resources is a constant constraint
Section complete
Section 4 of 6 · Motivation & Environment
What Drives the Team?
Motivation, trust, and the way people work together.
Q10
What best describes what drives your team's effort on a typical day?
Genuine interest in the work and its impact
A mix of purpose and professional pride
Mostly routine and obligation — the work needs to get done
External pressure — deadlines, expectations, consequences
Hard to say — people show up but the underlying drive isn't obvious
Q11
How comfortable are team members with raising problems, disagreements, or concerns openly?
Very comfortable — people speak up without hesitation
Mostly comfortable — it happens, though some hold back
It varies — depends on the topic and who's in the room
Not very — people tend to keep concerns to themselves
Not at all — most people prefer to stay quiet
Q12
When someone makes a mistake, what's the typical team response?
We focus on fixing it and learning from it — no drama
Mostly constructive — some tension but people move on
It depends — some mistakes are handled well, others cause friction
People get cautious — there's a tendency to cover mistakes
Mistakes create tension — people become guarded
Section complete
Section 5 of 6 · Force & Grit
Can You Push Through?
Accountability, deadlines, persistence, and recovery.
Q13
When someone on the team commits to delivering something, what usually happens?
It gets done — commitments are treated as promises
Usually delivered — occasional slips but people own them
Hit or miss — depends on the person and competing priorities
Unreliable — things often fall through without being flagged
Commitments don't carry much weight — everyone knows plans will shift
Q14
When the team faces a hard deadline, what usually happens?
We deliver on time — the team mobilizes effectively
We usually deliver, sometimes with reduced scope
It's a scramble — we get there but quality or people suffer
We often miss — deadlines feel more like targets than commitments
Deadlines rarely hold — there's always a reason to extend
Q15
When your team runs into obstacles or pushback, what's the typical response?
We find a way through — obstacles are expected and dealt with
We push through most of the time, though some things stall us
It depends — some obstacles we handle, others slow us down significantly
We tend to wait for the obstacle to be resolved by someone else
We usually pause or redirect — it's hard to push through sustained resistance
Q16
After a setback or failure, how quickly does your team recover and re-engage?
Quickly — we process it and move on
Fairly quickly — there's a dip but we bounce back
It takes a while — setbacks tend to linger
Slowly — morale and momentum take a real hit
Recovery is slow — setbacks tend to carry over into the next phase
Almost there
Section 6 of 6 · Delivery & Learning
What Are We Actually Delivering?
Quality, output, and learning from what we do.
Q17
How often does your team's work get completed to a standard that everyone is satisfied with?
Almost always — we deliver work we're proud of
Most of the time — the quality is generally solid
It varies — some things come out well, others feel rushed or incomplete
Not often enough — we know we could be delivering better
Rarely — there's a gap between what we aim for and what actually ships
Q18
Looking at last month, how would you describe your team's actual delivery — things fully completed and handed off?
Strong — we completed what we planned, on time
Mostly good — most things delivered, a few carried over
Mixed — some things shipped, others are still in progress
Weak — a lot started but little fully completed
Very little actually shipped — most work is still in flight
Q19
After completing a piece of work, how often does your team look back at what went well and what didn't?
Consistently — reflection is built into how we work
Often — we do it for most significant work
Sometimes — usually only when something went notably wrong
Rarely — we tend to move straight to the next thing
Almost never — there's no habit of looking back
Q20
When your team identifies a lesson or improvement, how often does it actually change the way you work going forward?
Almost always — insights turn into real changes
Often — many of them stick, some don't
Sometimes — good ideas surface but implementation is inconsistent
Rarely — we identify things but nothing really changes
Almost never — lessons stay as observations, not actions
Core assessment complete — 20 questions answered
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What deeper analysis adds
Pinpoints whether gaps stem from leadership, systems, or culture
Detects hidden patterns across pillars
More targeted, actionable first-step recommendations
Deeper · Direction & Systems
Going Deeper
Improving diagnostic precision for Direction and Systems.
Q21
How many projects or initiatives has your team formally stopped or killed in the past 6 months?
Several — we regularly cut what isn't working
A few — when it became obvious
One, maybe — it was hard to let go
None — we tend to keep everything going
We've never stopped a project once it started
Q22
How consistent are formal reviews — checkpoints where work is evaluated against criteria before it continues?
Built into the process — every project gets reviewed
Most important work gets reviewed
Ad hoc — only when someone asks
Rare — reviews happen after the fact, if at all
Nonexistent — work flows without checkpoints
Q23
How well-defined are your team's core workflows — the steps to go from "start" to "delivered"?
Clear and documented — anyone could follow them
Generally understood, though informal
Exists in some people's heads but not shared
Vague — people figure it out each time
No defined workflow — it's different every time
Deeper · Energy & Motivation
Recovery & Purpose
How your team recharges and stays connected to meaning.
Q24
After an intense period (deadline, launch, crisis), does your team get genuine recovery time?
Yes — deliberate downtime follows intense periods
Usually — things ease up naturally
Sometimes — but the next crunch starts quickly
Rarely — there's always something urgent
Never — every period is intense
Q25
How clearly do people on your team understand why their specific work matters — not just what they're doing, but what it contributes to?
Very clearly — the connection is explicit
Mostly — for the big things
Somewhat — it's implied but not stated
Vaguely — people do tasks without seeing the bigger picture
Not at all — work feels disconnected from purpose
Q26
How would you describe the quality of working relationships within your team?
Strong trust and genuine collaboration
Generally positive, with occasional friction
Professional but distant
Tense — underlying conflicts affect work
Fractured — people work around each other, not with each other
Deeper · Force & Grit
Starting & Persisting
How your team initiates, escalates, and adapts.
Q27
When a new task or project is approved, how quickly does actual work begin?
Immediately — we move fast once the decision is made
Within days — minor setup then we start
Takes a while — planning or hesitation slows us down
Slow — things sit in queue before anyone picks them up
Very slow — long gap between "decided" and "started"
Q28
When something is stuck and the team can't resolve it alone, how effective is the escalation process?
Smooth — clear path, fast response
Decent — it works but takes some effort
Inconsistent — depends on the issue and who you escalate to
Slow — things stay stuck for too long
Broken — escalation either doesn't happen or doesn't help
Q29
When the team persists through difficulty, is it because they're adapting their approach — or just enduring?
Adapting — we try different strategies when things aren't working
Mostly adapting, sometimes grinding
Mix — some adaptation, some raw endurance
Mostly enduring — we push harder rather than change approach
Pure endurance — same approach, hoping for different results
Deeper · Discipline, Output & Loop
Standards & Feedback
How your team maintains standards and uses feedback.
Q30
Over the past 3 months, have your team's standards and routines improved, stayed the same, or gradually slipped?
Improved — we're tightening up and getting better
Stable — holding steady
Minor slippage — small things have loosened
Noticeable decline — shortcuts becoming normal
Significant drift — we've lost standards we used to have
Q31
For the work your team completed last month, how clearly does it connect to business results or strategic goals?
Directly — you can draw a straight line from our work to outcomes
Mostly — most of it connects, some is maintenance
Partially — the connection is loose or assumed
Weakly — hard to say how much our work moved anything
No clear connection — we did work, but impact is unclear
Q32
When feedback about team performance exists, how honest and useful is it?
Honest and specific — we can act on it
Mostly honest, sometimes vague
Surface level — polite but not very useful
Filtered — people say what's safe, not what's true
Nonexistent or meaningless — we don't get real feedback
One Last Thing
Anything else?
Optional — but can significantly improve your report.
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