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FULL CONTACT TEAM ASSESSMENT
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Welcome to the Full Contact Performance Team Assessment. This Assessment will help you reflect on and evaluate key areas of your team's collaborative performance. It will also give our team at Full Contact Institute a sense of how we can best help you and your colleagues to enhance your collaborative performance together. We've spent decades working with teams of all sizes and industries and across many different cultures. This work has shown us that collaborative performance — whether in standing teams, ad-hoc teams, or cross-functional groups — consists of three primary types of conversations: Learning Conversations, Design Conversations, and Fulfillment Conversations. This Assessment is divided into three sections, each reflecting the behaviors, feelings, and attitudes associated with each type of conversation. Please take your time as you complete this Assessment to reflect on your experience relating to each question. Your candid responses are essential for you, your colleagues, and the FCI team to get the most out of this Assessment. Rest assured, your responses willbe 100% confidential and anonymous. Please check the answer below each statement that best reflects your experience. (Allow at least 20 minutes to complete this Assessment.)
SECTION 1 - LEARNING TOGETHER
The point of the Learning Conversation is to help each other perceive and think in new ways. This leads to clearer goals and strategies, better assessments, new requests or offers, and better promises. In other words, by learning together, we're able to design a meaningful future and to execute together effectively.
1. HOW WE THINK TOGETHER
In our conversations, we genuinely allow ourselves to be influenced by one another.
Never
Rarely
Sometimes
Frequently
Always
In our team, it's fine to change our minds when new information or perspectives are introduced.
Never
Rarely
Sometimes
Frequently
Always
We encourage and genuinely consider dissenting views.
Never
Rarely
Sometimes
Frequently
Always
We clearly distinguish between facts and opinions in our conversations.
Never
Rarely
Sometimes
Frequently
Always
We come up with creative new ideas together in our conversations.
Never
Rarely
Sometimes
Frequently
Always
2. OUR PRACTICES FOR LEARNING CONVERSATIONS
We give ourselves enough time to fully explore and understand important issues.
Never
Rarely
Sometimes
Frequently
Always
Our team conversations have a healthy balance of inquiry/curiosity vs. advocacy/telling.
Never
Rarely
Sometimes
Frequently
Always
New and unexpected ideas often emerge from our team conversations.
Never
Rarely
Sometimes
Frequently
Always
We examine the underlying assumptions that shape our thinking.
Never
Rarely
Sometimes
Frequently
Always
In my conversations with team members I feel very well listened to.
Never
Rarely
Sometimes
Frequently
Always
3. THE EMOTIONAL ENVIRONMENT FOR LEARNING CONVERSATIONS
We keep facts at the center of our conversations, even when emotions run high.
Never
Rarely
Sometimes
Frequently
Always
The general mood of our meetings is curious and open-minded.
Never
Rarely
Sometimes
Frequently
Always
We raise and discuss difficult issues even if it's uncomfortable.
Never
Rarely
Sometimes
Frequently
Always
We let strongly held positions stop rational discussion.
Never
Rarely
Sometimes
Frequently
Always
We experience resignation or resentment in our meetings.
Never
Rarely
Sometimes
Frequently
Always
We leave our team conversations feeling energized and aligned as a team.
Never
Rarely
Sometimes
Frequently
Always
During our team conversations we usually feel:
Bored
Checked Out
Resentful
Disappointed
Frustrated
Stressed Out
Resigned
Not Well Listened To
Disrespected
Ignored
Underacknowledged
Hesitant to share my honest thoughts and feelings honest thoughts and feelings
Check all that apply
Energized
Fully Engaged
Empowered
Satisfied
Curious
Confident
Ambitious
Well Listened To
Well Respected
Fully Included
Well Recognized
Eager to share my honest thoughts and feelings honest thoughts and feelings
SECTION 2 — DESIGNING TOGETHER
Design Conversations are where we make decisions and declarations about our vision, goals, objectives, strategies, metrics, priorities, and more. When these conversations go well, we share a sense of personal ownership and commitment to the decisions and declarations we've arrived at together.
4. HOW WE MAKE DECISIONS
The team makes good decisions in a timely way.
Never
Rarely
Sometimes
Frequently
Always
Everyone's views receive appropriate consideration.
Never
Rarely
Sometimes
Frequently
Always
Once we make a decision, we commit to it and move forward.
Never
Rarely
Sometimes
Frequently
Always
We respectfully challenge each other's thinking to make better decisions.
Never
Rarely
Sometimes
Frequently
Always
We encourage and respect dissenting views.
Never
Rarely
Sometimes
Frequently
Always
5. HOW WE SET GOALS AND STRATEGIES
We achieve the goals we set as a team.
Never
Rarely
Sometimes
Frequently
Always
We set challenging, ambitious goals as a team.
Never
Rarely
Sometimes
Frequently
Always
We leave our conversations with clear shared goals.
Never
Rarely
Sometimes
Frequently
Always
We trust each other to genuinely commit to our stated goals, even if those goals were controversial.
Never
Rarely
Sometimes
Frequently
Always
Strategies we create as a team are clear and easy to understand.
Never
Rarely
Sometimes
Frequently
Always
We establish clear metrics for success.
Never
Rarely
Sometimes
Frequently
Always
6. HOW WE DEFINE AND SOLVE PROBLEMS
We define problems that are clear and relevant for the organization.
Never
Rarely
Sometimes
Frequently
Always
We view "problems" as defined by human beings rather than as properties of products, services, or situations.
Never
Rarely
Sometimes
Frequently
Always
We frame problems in ways so that people don't feel personally blamed or accused.
Never
Rarely
Sometimes
Frequently
Always
We explore the assumptions and contextual factors that underlie the problems we want to solve.
Never
Rarely
Sometimes
Frequently
Always
We focus on important problems — ones where solutions will add real value to the team or the organization.
Never
Rarely
Sometimes
Frequently
Always
Our solutions solve the intended problems fully and permanently.
Never
Rarely
Sometimes
Frequently
Always
We explore new and innovative solutions to our problems.
Never
Rarely
Sometimes
Frequently
Always
SECTION 3 — EXECUTING TOGETHER
When teams execute, they make and manage promises that will deliver value to the team's (and the company's) customers. The quality of the promises they make and the way they fulfill and manage those promises defines how well they execute together.
7. HOW WE MAKE PROMISES
We make promises to each other publicly so that we all know what we can expect from each other.
Never
Rarely
Sometimes
Frequently
Always
We can count on each other to fulfill important promises.
Never
Rarely
Sometimes
Frequently
Always
I trust every team member to fulfill the promises they make to me.
Never
Rarely
Sometimes
Frequently
Always
Our promises include clear and specific outcomes to be fulfilled.
Never
Rarely
Sometimes
Frequently
Always
Our promises have clear due dates.
Never
Rarely
Sometimes
Frequently
Always
We only make commitments on behalf of colleagues who are not present after confirming they are willing and able to fulfill them.
Never
Rarely
Sometimes
Frequently
Always
We discuss how each important promise we make might impact other promises already made or to be made in the future.
Never
Rarely
Sometimes
Frequently
Always
8. HOW WE MANAGE OUR PROMISES
We keep each other informed on the status of important promises.
Never
Rarely
Sometimes
Frequently
Always
We don't make promises we can't keep.
Never
Rarely
Sometimes
Frequently
Always
We ask each other for help when we can't get something done by ourselves.
Never
Rarely
Sometimes
Frequently
Always
We offer to help each other.
Never
Rarely
Sometimes
Frequently
Always
When a team member doesn't fulfill a promise to us, we discuss it directly with that person.
Never
Rarely
Sometimes
Frequently
Always
I feel overwhelmed by too many commitments.
Never
Rarely
Sometimes
Frequently
Always
When one of us can't fulfill a promise, that person tells those who will be affected as soon as possible.
Never
Rarely
Sometimes
Frequently
Always
I commit only to requests I am willing and able to fulfill.
Never
Rarely
Sometimes
Frequently
Always
When we say we will do something, we do it.
Never
Rarely
Sometimes
Frequently
Always
Our team has a reputation — with each other and with others outside the team — for delivering on our commitments.
Never
Rarely
Sometimes
Frequently
Always
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Leadership Development
Team Building
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