Think of yourself in a professional/work situation over the last week. Select a high-stake initiative, goal, or project you and your team have been working on. Complete the assessment with that situation in mind.

We stay busy, but key outcomes don’t move week to week.

Never

Rarely

Sometimes

Often

Almost Always

W1.1

Priorities shift so often that execution fragments.

Never

Rarely

Sometimes

Often

Almost Always

W1.2

People avoid ownership until something breaks.

Never

Rarely

Sometimes

Often

Almost Always

W1.3

Under pressure, defensiveness shows up more than truth.

Never

Rarely

Sometimes

Often

Almost Always

W1.4

Follow-through requires repeated chasing.

Never

Rarely

Sometimes

Often

Almost Always

W1.5

The one or two outcomes that matter most are clear.

Never

Rarely

Sometimes

Often

Almost Always

W1.6

Decisions have owners and deadlines (and they stick).

Never

Rarely

Sometimes

Often

Almost Always

W1.7

Truth travels fast (risks and misses surface early).

Never

Rarely

Sometimes

Often

Almost Always

W1.8

Repair is fast after friction (we don’t let it rot).

Never

Rarely

Sometimes

Often

Almost Always

W1.9

Under pressure, the team stays calm, clear, and accountable.

Never

Rarely

Sometimes

Often

Almost Always

W1.10

Meetings/DMs/notifications hijack focus.

Never

Rarely

Sometimes

Often

Almost Always

W2.1

Work expands, but priority work gets crowded out.

Never

Rarely

Sometimes

Often

Almost Always

W2.2

People multitask so much that quality drops.

Never

Rarely

Sometimes

Often

Almost Always

W2.3

Hard decisions get postponed.

Never

Rarely

Sometimes

Often

Almost Always

W2.4

Important conversations get avoided.

Never

Rarely

Sometimes

Often

Almost Always

W2.5

Work sits “almost done” because the last mile isn’t owned.

Never

Rarely

Sometimes

Often

Almost Always

W2.6

People feel behind or cynical about execution.

Never

Rarely

Sometimes

Often

Almost Always

W2.7

Misses repeat because learning loops aren’t real.

Never

Rarely

Sometimes

Often

Almost Always

W2.8

Blame/justification grows instead of adjustment.

Never

Rarely

Sometimes

Often

Almost Always

W2.9

“Quiet quitting” signals show up (minimum effort, low initiative).

Never

Rarely

Sometimes

Often

Almost Always

W2.10

People stop using systems/processes that used to work (tracking, follow-ups, standards).

Never

Rarely

Sometimes

Often

Almost Always

W2.11

Commitment feels collapsed (“this won’t change”), and energy drops.

Never

Rarely

Sometimes

Often

Almost Always

W2.12

The team’s work clearly matches mission / key initiatives.

Never

Rarely

Sometimes

Often

Almost Always

W3.1

Handoffs are clean (few rework loops).

Never

Rarely

Sometimes

Often

Almost Always

W3.2

We deliver on commitments without repeated reminders.

Never

Rarely

Sometimes

Often

Almost Always

W3.3

We protect focus time for the most important work.

Never

Rarely

Sometimes

Often

Almost Always

W3.4

We close loops reliably (decisions, follow-ups, deliverables).

Never

Rarely

Sometimes

Often

Almost Always

W3.5

Under tension, people go quiet instead of getting clear.

Never

Rarely

Sometimes

Often

Almost Always

W4.1

Under tension, people get sharp/blunt in a way that reduces trust.

Never

Rarely

Sometimes

Often

Almost Always

W4.2

We assume intent instead of asking questions.

Never

Rarely

Sometimes

Often

Almost Always

W4.3

We can name the shared outcome and stay centered on it.

Never

Rarely

Sometimes

Often

Almost Always

W4.4

Leaders model calm, clear accountability under pressure.

Never

Rarely

Sometimes

Often

Almost Always

W5.1

Leaders reward truth-telling (even when it reveals a miss).

Never

Rarely

Sometimes

Often

Almost Always

W5.2

Leaders create fast repair (conflict doesn’t linger).

Never

Rarely

Sometimes

Often

Almost Always

W5.3

Leaders reinforce ownership and standards consistently.

Never

Rarely

Sometimes

Often

Almost Always

W5.4

Pick the top two areas where Drift shows up most.

Focus & creation blocks

Energy & sustainability

Calendar integrity

Systems & follow-through

Better questions & conflict

Partnership & trust

Compounding decisions

Presence & relationships

What is the team’s #1 Drift pattern you want to interrupt?

What would Alignment Mode look like here in one sentence?

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