revealing your high performing team —questionnaire—...2016/07/02 · 2.14 rhpt questionnaire...

Revealing Your High Performing Team —Questionnaire—

October 2010 Leading Performance Pty Ltd © 1 of 6

Postal : PO Box 196, North Sydney, NSW 2059, Australia Email : [email protected] www.leadingperformance.com.au

Telephone: (02) 9960 7699 Fax: (02) 9960 8699 Mobile: 0412 030 947

Your name: The team’s name:

Date:

Instructions:

Our goal is to distinguish, and get maximum possible clarity, on where your team is aligned with a very high-performing-team and where its practices and behaviours are different from those of a very high-performing team. Please indicate the extent to which you agree with each statement by circl ing the appropriate rating point for each of the 20 practices and behaviours.

If applicable, please specify the particular part of a statement that is responsible for a lower score by putting a cross next to that part. You may have half scores.

Scale:

1 = Doesn’t describe the team well at all 2 = Describes what the team does some of the time 3 = Describes what the team does most of the time 4 = Describes what the team does to a T. It does this perfectly 99% of the time.

Practice A: Team’s Focus & Performance

1. Team members have a clear and shared view of what team success looks like. The team’s purpose and vision is documented, frequently referred to and fully accepted by every team member.

1 2 3 4

2. The team has developed very specific and measurable team performance goals that are aligned with the team’s charter.

1 2 3 4

3. The team regularly tracks its performance with the team’s performance goals. It also frequently communicates how it has performed, both within the team and to others within the organisation.

1 2 3 4

4. Each team member’s functional or regional role and responsibil it ies are clearly defined, and adjusted when necessary. Every person has absolute clarity on exactly how their role fits in with their peers’ roles, and there are no gaps or overlapping responsibilities.

1 2 3 4





Practice B: Team’s Practices

5. The team has agreed very effective practices around things such as: —how team members will work together to achieve the team’s goals —the way team members communicate with one another —how new members are integrated into the team —how decisions are made —meeting arrangements (such as frequency, attendance and team member’s behaviour) —how the team solves problems —confidentiality agreements —how team members resolve conflicts.

1 2 3 4

6. The team has documented all of these agreed practices in some form of written “Working Agreement”. This Agreement is frequently referred to when issues arise about the teams practices.

1 2 3 4

7. 100% of the time, team members behave in a manner consistent with the team good. They never over promote the needs of their own functional/regional area. When involved in a team discussion, team members always take a team approach, rather than operating from the perspective of their own particular section of the organisation.

1 2 3 4

8. The team always celebrates the team’s successes. Even small accomplishments are acknowledged and appropriately rewarded through formal events and informally. Also, each team member feels personally satisfied when another team member’s contribution is recognized.

1 2 3 4





Practice C: Team’s Communication & Relationships

9. Openness, authenticity, trust and respect are strong in each team member’s relationship with every other team member. Team members always take full personal responsibility for honouring their commitments, realising that their accountability further increases the trust others have in them.

1 2 3 4

10. Team members habitually l isten until they understand other team member’s viewpoints. They put themselves in the other person’s position. They hear the implicit as well as the explicit meanings in their team member’s communications. They paraphrase or reflect back what they’ve heard.

1 2 3 4

11. When team members give feedback to one another, it’s always constructive, focussed on the issue rather than the person, and solution oriented. Team members are receptive to receiving feedback, and use it to enhance their performance. They never personalize the feedback they receive.

1 2 3 4

12. Team members have a thorough understanding of themselves and their peers’ individual differences. They’re clearly self-aware; they know their own strengths, weaknesses, values and behavioural preferences. They also know their team members’ strengths, weaknesses, values and behavioural preferences. They have been able to establish and maintain mutually satisfying relationships with their peers as a consequence of their understanding.

1 2 3 4





Practice D: Team’s Growth & Innovation

13. When problems arise the team always collaborates and solves problems innovatively. Team members work together, leveraging off one-another’s knowledge, skills and experience, to effectively and efficiently resolve issues in the minimum amount of time.

1 2 3 4

14. Personal growth and development is encouraged because of the positive impact it will have on the team and on each individual leader. Every team member regularly participates in developmental activities to increase their effectiveness, whether it be formal training, mentoring, coaching or less structured on-the-job development activities.

1 2 3 4

15. The team regularly assesses its competit ive opportunities and threats, and uses this information to benchmark its progress. It repeatedly takes stock of its current position, and anticipates what’s around the corner; and then, armed with this information, it takes action to ensure that it has plans to be maximally effective in the future.

1 2 3 4

16. Team members resist being caught up in a “cult of productivity” . The team regularly uses task free, non-project related gatherings to infuse energy and creativity into the team. These gatherings are either simply times when the entire team is present for casual communications, or more organized social gatherings.

1 2 3 4





Practice E: Team Leadership

17. The team leader holds every team member accountable for their behaviours and the results that they create. S/he also helps them see what’s ahead, and supports them in fleshing out appropriate strategies and actions that need to be considered to create sound results in the future.

1 2 3 4

18. The team leader habitually helps team members develop and move closer to exemplary performance. S/he encourages team members’ learning and growth through on-the-job mentoring and coaching. S/he has one-on-one feedback sessions with each team member, at least quarterly. At least annually, s/he also has discussions about their professional development and career plans. S/he keenly supports team members in their development activities.

1 2 3 4

19. The team leader demonstrates high levels of emotional intell igence, regardless of external pressures, personal disappointment, or criticism by others. S/he is self-aware, optimistic, expressive, assertive, empathic with others, adapts well to change, and effectively manages his/her emotions.

1 2 3 4

20. The team leader establishes and maintains mutually rewarding relationships with each team member. S/he communicates supportively, genuinely and openly. S/he also identifies well with the team as a whole, and feels a part of it.

1 2 3 4





My Overall Perception of the Team

a) I perceive that the greatest strengths of this team are:

b) I perceive that biggest potential danger areas of this team are:

revealing your high performing team —questionnaire—...2016/07/02 · 2.14 rhpt questionnaire...

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