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Read each positive statement below, and grade your own firm’s cultural health assessment for that particular statement on a scale from 1 to 5, with 1 being ‘not true at all’ and 5 being ‘definitely true.’ Consider each score from the perspective of the entire firm as a whole, not from your own perspective or just one particular team member.

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1. Each of our team members have the understanding of how to perform their individual roles with technical proficiency, a lack of distractions, and a focus on high quality.
2. Each of our team members are able to work somewhat autonomously without having to rely on micromanagement from the owners.
3. Each of our team members makes it a priority to manage their own personal lives in a way that allows them to fulfill their responsibilities efficiently within their roles at work.
4. Each team member is able to manage their work priorities so that work is properly delivered within the established timeframes, and client deliverables are not missed.
5. Each team member is fully trained on the skills required by their role, and are consistently adding to their skills through new training (at least quarterly).
6. Team members are appropriately interested in the other team members, and show a genuine sign of curiosity towards the overall team.
7. The firm leads the interest in the culture with stated core values that are spoken of often (at least monthly).
8. There are opportunities for the team to share (at least monthly) with each other culturally from a personal perspective so that the team gets to know one another.
9. There is cultural pressure for each team member to show interest in the team since the leaders display expectations that team involvement in the culture is required.
10. The leaders meet with the team privately and confidentially on a regular basis (at least quarterly) to listen to and give feedback on the team’s participation in the culture and their technical proficiency.
11. The leaders of the firm share a vision and direction of the firm (at least annually) so that the team is clear about what direction the firm is headed.
12. The leaders participate in annual strategic planning activities to plan the future initiatives and direction of the firm.
13. The overall team is interested in future growth potential with new niches, new services, new technologies, and other future focused ways to improve the firm.
14. The team shows a willingness and is void of fear to embrace the future growth direction of the owners, without push back.
15. The team was influenced by the future direction of the firm because the leaders shared the future direction initially during the hiring process.
16. The leaders have a documented policy of process creation and how processes are maintained in a workflow software that the team must abide by.
17. The team displays a commitment to work within the processes, software, and calendar based planning required of the firm, without push back.
18. The team are willing to abandon their own methods of working initially upon being hired as they learn how the firm approaches technical service work.
19. The team has opportunities to offer improvements and suggestions on the firm’s methodologies of work, process creation, and choices of software.
20. The leaders show the team how to collaborate with one another on improving the processes and systems of the firm.