Health check v0.2
 Share
The version of the browser you are using is no longer supported. Please upgrade to a supported browser.Dismiss

Comment only
 
ABCDEFGHIJKLMNOPQRSTUVWXYZAAABACADAEAFAGAHAIAJAK
1
Instructions
Structure of a health check
2
Make a copy of this document and rate the health of a team on the following sheet.
Short title of area - feel free to add new ones or cut the ones that don't feel relevant
3
Feel free to change the definitions of rubric - the meanings of 1 - 5 are intended only as guidelines and useful defaults
Question to invite team members to tune into the area
4
The questions are designed for small teams, to get a picture of a larger organisation take an average of each team
1Highly disfunctional or noticeable in its absence
5
2Poor, inconsistent, unreliable
6
3Good, improving, adequate for now
7
4Very good, the team is really nailing it
8
5Exceptional, the team is continuing to improve an already amazing practice
9
10
11
PurposeRhythms
12
How clear and effective is the team's purpose?How well does the team maintain predictable rhythms and rituals?
13
1No thought has been given to it1No rhythms, ad hoc
14
2It's been spoken about but never written / agreed2Poor attendance, rhythm purpose unclear, rhythms sporadic
15
3We've written it down but don't use it much3Rhythms ok, need tuning.
16
4It is alive in our culture and we refer to it regularly4Good rhythms but unconscious - not reflecting and improving
17
5We live our purpose and continue to deepen our relationship with it 5Rhythms feel great, conscious practice of reflection and improvement
18
19
ProductionMeetings
20
What is the quality of the work produced by the team?How well does the team meet?
21
1Poor quality outputs produced inefficiently1
Lack of participation, many feel like the gathering / meeting was a waste of time, no notes taken (may even feel unsafe)
22
2Either quality is poor or there is a lot of waste2Less bad stuff, some people getting what they need but not all
23
3Good quality outputs produced with little waste3Mostly following good practices, maybe difficulty sticking to purpose, mediocre facilitation
24
4Excellent quality and highly efficient4Following good practices, clear roles, efficient and useful
25
5Excellent quality, highly efficient and continuously improving / adapting5Great meeting practices and actively adapting meeting practices to fit team / environment (maybe even fun!)
26
27
28
29
Decision Making
Relationships
30
How are decisions made in the team?What is the quality of the relationships between team members?
31
1Significant decisions not being made, confusion on how decisions made and decisions not recorded1Team members who won’t talk to each other
32
2Lack of understanding of different types of decision making, lack of clarity on who is making decisions2Significant hurt / hard feelings / miscommunication / passive - aggressive (antipatterns)
33
3Starting to get clear on and experiment with different decision types, but inconsistent adherence and participation3Mostly aligned, some repeating patterns, feels good most of the time
34
4Clarity on how decisions are made, good records, and high levels of participation4Aligned and coherent but unacknowledged emotional labour - intellectual only
35
5Mature decision making practices, that is adapating to needs of team5
Extremely strong personal connections between team members, conscious dialogue around unseen but felt dynamics
36
37
Agreements
Communication
38
How does the team make shared agreements?How well do team members communicate with each other?
39
1The team does not have any agreements and there is confusion about 'how things are done'1Significant misunderstandings / miscommunications / misalignment
40
2The team has implicit agreements that are agreed verbally but often forgotten or misunderstood2Lack of shared language / fixed opinions preventing coherence, individuals dominating communication
41
3The team has basic agreements that are written down, but often out of date or ignored3good balance of participation, not communicating needs well
42
4The team has robust agreements, that are kept up to date4
Feels easy, aligned, clear, everyone able to ask for what they need, but not evolving / conscious - can’t talk about hard stuff
43
5
Agreements are robust, updated and minimal - the team strikes an excellent balance between implicit and explicit agreements
5Reflective communication practice, can handle difficult topics appropriately
44
45
46
47
CommitmentsDevelopment
48
Do team mates keep their commitments to each other?How well does the team nurture the personal and professional growth of team members?
49
1Commitments are not tracked and often broken, missing deadlines is the norm1No thought has been given to individual development
50
2Commitments are as likely to be broken as to be kept2Individual development is inconsitant and ad hoc
51
3Team members usually meet their commitments to each other3Team members have individual learning plans
52
4Team members always keep their commitments or renegotiate before they are due4The team actively supports individuals to grow personally and professionally
53
5Individuals manage their commitments exceptionally well and deliver with a sense of ease5Team members are actively engaged in high functioning learning communities
54
55
RolesImprovement
56
Who does what, when? How well is the team identifying and implementing improvements to how they work together?
57
1No clear roles and there is significant confusion about who does what1The team is not improving internal processes or is making them worth
58
2Roles informally allocated but inconsistent understanding amongst team2Improvements are sporadic and few and far between
59
3Good shared understanding of the roles team members fill3The team has a process for tracking internal improvements and regularly dedicates time to the work
60
4Roles are documented and well suited to each team member4The team is improving on many areas at a rapid pace
61
5Roles are excellent and team is regularly adapting them to meet their needs5The team has gone meta and is improving on their rate of improvement
62
63
64
65
Feedback
66
How well do individuals give and receive feedback?
67
1No feedback is given, or feedback is used in harmful ways
68
2Feedback is unstructured and inconsistent
69
3Team members have good individual skills for giving and receiving feedback
70
4The team has a regular ritual for feedback and is comfortable with difficult feedback
71
5The team is consciously refining and adapting a high functioning feedback process
72
73
Accountability
74
How are people held accountable for their actions?
75
1No one is held accountable or people are crucified for small lapses
76
2Accountability is inconsistent and informal
77
3Team members regularly hold each other accountable
78
4The team combines hard metrics and a culture of accountability
79
5The team sets and meets incredibly high standards
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
Loading...