Q1 of 15
Your company has invested in AI tools (ChatGPT, Copilot, automation software, etc.) in the last 12 months. What is the honest adoption rate across your team?
We have the tools. Almost nobody uses them consistently.
A few individuals use them, but it is not systematic across the team.
Most of the team uses AI tools regularly with clear guidelines.
AI workflows are embedded into how we work. We measure the impact.
Q2 of 15
When your leadership team faces a significant decision, how is it typically made?
It gets delayed, revisited multiple times, and often stalls without resolution.
Decisions are made, but there is often lingering doubt or reversal afterward.
We have informal frameworks and decisions are generally made within a week.
We use a structured decision process. Decisions are made fast and held confidently.
Q3 of 15
How would you describe the ROI on your technology investments over the last year?
We have spent on tools but cannot clearly measure what we have gained.
There are some gains but they feel inconsistent and hard to replicate.
We see clear productivity gains in some areas but not across the whole organisation.
Our technology investments have measurable, documented returns on productivity.
Q4 of 15
When new technology or processes are introduced, what is your team's typical response?
Significant resistance. People revert to old ways within a few weeks.
Mixed reactions. Some adapt, others quietly ignore the change.
Most people adapt with some friction. Change takes time but eventually sticks.
We have a change management culture. Adoption is structured and tracked.
Q5 of 15
How cognitively overloaded does your team feel from digital tools, meetings, and information volume?
Severely. People are drowning in notifications, meetings, and competing priorities.
Noticeably. Productivity suffers but we have not addressed it systematically.
Manageable most of the time with occasional overload periods.
Well managed. We have clear boundaries, async norms, and digital wellness practices.
Q6 of 15
How would you honestly characterise your team's energy and motivation levels going into this quarter?
Low. There are visible signs of burnout, disengagement, or quiet quitting.
Inconsistent. High performers are energised but a significant portion is coasting.
Generally positive with some pockets of fatigue we are monitoring.
High. Our culture actively supports sustainable performance and we see it in output.
Q7 of 15
What does your current employee wellness programme look like?
We do not have one, or it exists only on paper.
We run occasional sessions (yoga, talks, health days) but nothing ongoing or measured.
We have a structured programme but measuring its actual impact is a challenge.
We have an ongoing, measurable wellness programme tied to performance outcomes.
Q8 of 15
What is your current voluntary attrition rate, and do you know the primary reason people are leaving?
High attrition and I am not entirely sure why. Exit interviews do not give clear answers.
Moderate attrition. I suspect burnout and culture issues but have not addressed root causes.
Attrition is manageable. We know the causes and are working to address them.
Low attrition. We have strong retention data and a culture people choose to stay in.
Q9 of 15
How do senior leaders in your organisation model personal wellbeing and performance sustainability?
Leaders work the longest hours and this sets the cultural norm for everyone else.
Leaders talk about wellness but their behaviour sends a different message.
Some leaders model healthy habits. It is inconsistent at the senior level.
Leadership visibly models sustainable performance. It is part of our culture deliberately.
Q10 of 15
How well does your organisation support mental health and psychological safety at work?
It is not discussed. Mental health is a private matter and support is not structured.
Awareness exists but people do not feel safe raising mental health concerns openly.
We have policies and occasional conversations. Psychological safety is growing.
Psychological safety is actively cultivated. People can speak up without fear of consequence.
Q11 of 15
How clearly and consistently does your leadership team communicate the company's direction to the wider team?
People are confused about priorities. Communication is reactive and inconsistent.
Direction is communicated but it does not translate into aligned action at team level.
Leadership communicates regularly. Most people understand where we are heading.
Communication is structured, transparent, and creates genuine alignment across the company.
Q12 of 15
For hybrid or distributed teams: how connected and cohesive does your team feel across locations?
Remote and in-office teams feel like separate cultures. Connection is minimal.
There is some connection but we have not invested in building hybrid culture deliberately.
Teams work well together. Hybrid adds friction but we manage it reasonably.
We have deliberately designed a hybrid culture that feels cohesive regardless of location.
Q13 of 15
How effective are your leaders at communicating under pressure — in difficult meetings, presentations, or conflict situations?
Pressure situations expose communication breakdowns. Leaders struggle to stay clear and calm.
Some leaders handle it well. Others become reactive or avoidant under pressure.
Most leaders communicate adequately under pressure with some development areas.
Our leaders are trained communicators. Pressure situations are handled with clarity and authority.
Q14 of 15
How meaningful and strategic is your organisation's approach to employee recognition and relationship-building?
Recognition is rare or generic. Gifting is functional and seasonal, not strategic.
We recognise people sometimes but it does not feel personalised or impactful.
Recognition is regular and appreciated. We could be more strategic about its design.
Recognition is a deliberate tool for culture-building. We design experiences, not just gestures.
Q15 of 15
Overall, how aligned is your team's daily work with a sense of shared purpose and meaning?
People are doing tasks, not pursuing a mission. Purpose is absent from daily work.
Purpose exists in company materials but it does not translate into lived daily experience.
Most people understand the mission. Some connect it to their work, others do not.
Purpose is embedded in how we work, decide, and recognise people every day.