CANDOR: DO WE HAVE THE COURAGE TO SPEAK AND HEAR THE TRUTH?
Do we raise thorny or difficult issues?
Are disagreements explored openly, without the team getting polarized and locked into adversarial positions?
During team meetings, are structures established to equalize the opportunity to receive input so that the natural tendency for the same few people to dominate does not occur?
Are defensiveness and skepticism acknowledged and addressed?
Does humor play a role in diffusing tension and helping the team not take itself too seriously?
Do people of diverse backgrounds feel welcome and respected as equals?
PURPOSE: DO WE HAVE THE COURAGE TO PURSUE LOFTY AND AUDACIOUS GOALS?
Are charts, graphs, or performance metrics posted and visible?
Can people articulate their personal contribution to the core of what drives the business?
Is there a link between strategic, big picture goals and day-to-day performance?
Do teammates have an understanding of business conditions and of the wider business environment?
Are people willing to do the jobs that make the greatest contribution to lofty and audacious goals, even if those aren’t the jobs that are most comfortable, interesting, or enjoyable?
Do team goals and individual goals stretch people, challenge them, and evoke a high level of achievement motivation?
WILL: DO WE HAVE THE COURAGE TO INSPIRE OPTIMISM, SPIRIT, AND PROMISE?
Do team members reflect a sense of eagerness and enthusiasm about their roles and the challenges that face them?
Does the team have a can-do attitude toward its work?
Are unexpected setbacks taken in stride based on an overall optimism about the future?
Is the team in a constant search for creative solutions and approaches to the problems with which they are faced?
Do individual team members have a general sense of optimism toward who the team is as a team and how well individuals work together?
Do teammates take pride in their work?
RIGOR: DO WE HAVE THE COURAGE TO INVENT DISCIPLINES AND STICK TO THEM
Is there a built in expectation among team members that they will help each other learn the best practices essential to perform at the highest levels?
Has the team established procedures for planning, including gathering relevant data to make informed and prudent decisions?
Are equipment and supplies well maintained and kept in order?
Are rules and guidelines used to ensure the maintenance of the highest possible standards?
Do members of the team follow through and actually do what they say?
Does the team pay attention to the consequences of problem solving and decision making both within the team and in relation to other parts of the organization?
RISK: DO WE HAVE THE COURAGE TO EMPOWER, TRUST, AND INVEST IN RELATIONSHIPS
Do all team members talk about team efforts with reference to “we,” or do a few individuals talk in terms of “me” or “us and them”?
Do team members celebrate the success of other teammates, sharing in each others’ achievements vicariously?
Is work delegated to the best person, with no hoarding of work as a means of control and personal entitlement?
Is there an atmosphere of benefit of the doubt, trust, and acceptance?
Do individual team members show the ability to shift their priorities based on changing urgencies and the needs of others?
Is time invested in building the kinds of relationships that foster trust and dedication?