Choose the answer that best describes the relationship within your team.
Alignment & Purpose
Q1. How clearly do team members understand the company’s purpose beyond profit?
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Unclear or inconsistent understanding
Some awareness but not internalised
Generally understood but not lived daily
Clear and often referenced
Deeply ingrained — purpose drives daily action
Alignment & Purpose
Q2. Are vision, mission, and values lived or just displayed?
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Purely decorative
Occasionally referenced
Discussed during reviews or meetings
Reflected in most actions
Actively lived and reinforced at all levels
Alignment & Purpose
Q3. How effectively are new hires trained on culture and service standards?
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No formal onboarding or cultural training
Minimal introduction to values
Basic onboarding only
Structured cultural induction
Comprehensive and reinforced continuously
Accountability & Ownership
Q4. How do teams respond when results fall short?
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Blame or denial
Excuses are common
Mixed — depends on leader or team
Generally take ownership
Always accountable, with learning mindset
Accountability & Ownership
Q5. How are mistakes treated in your organisation?
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Punitive or fear-based
Often hidden or downplayed
Occasionally used for learning
Discussed constructively
Openly shared and used to drive improvement
Accountability & Ownership
Q6. How consistently do leaders model “above the line” behaviour?
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Rarely or inconsistently
Mixed — some do, some don’t
Generally consistent
Regularly demonstrate accountability
Always exemplify ownership and integrity
Communication & Collaboration
Q7. Do team members feel safe to speak up or challenge ideas?
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Unsafe or discouraged
Hesitant — depends on who’s in the room
Sometimes encouraged
Generally safe and open
Strong culture of open, respectful dialogue
Communication & Collaboration
Q8. How well do departments collaborate to protect customer experience?
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Silos and poor communication
Minimal cross-department coordination
Some collaboration, inconsistent
Strong teamwork across functions
Seamless collaboration aligned to reputation goals
Communication & Collaboration
Q9. How proactive is your internal communication?
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Mostly reactive or unclear
Often last-minute or incomplete
Functional but not strategic
Clear and regular
Strategic, transparent, and reputation-focused
Pride & Advocacy
Q10. Would employees proudly recommend your company as a great place to work?
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Definitely not
Unlikely
Neutral or unsure
Likely
Definitely — strong internal advocacy
Pride & Advocacy
Q11. Do team members promote your company’s reputation outside work?
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Never
Rarely
Sometimes
Often
Consistently act as brand ambassadors
Pride & Advocacy
Q12. How well are examples of reputation-building behaviour recognised and celebrated?
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Rarely acknowledged
Occasionally recognised
Recognised inconsistently
Frequently highlighted
Systematically celebrated and rewarded
Leadership Trust
Q13. How much do employees trust leadership’s decisions and direction?
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Very little trust
Uneven trust across teams
Moderate trust, improving
Strong trust in most leaders
Deep trust — leaders embody values
Leadership Trust
Q14. How invested are leaders in developing people, not just performance?
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Little to no investment
Minimal effort — mostly compliance-driven
Development discussed but inconsistent
Regular focus on growth
Deep, genuine commitment to developing people
Leadership Trust
Q15. How visible and accessible is leadership to the team?
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Rarely seen or engaged
Infrequent visibility
Occasionally involved
Consistently available and approachable
Highly visible, approachable, and inspiring
Contact Information
First Name
Last Name
Company
Phone
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Email
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