Thank you for taking our brief survey, designed to give you a snapshot of the functional integration of your organization using an “integral lens”. This lens brings into focus the interplay and impact of the hidden interior and observable exterior aspects of your organization, broken into four quadrants. As our eBook “How to Create Great Places to Work” describes, the first step is having an accurate map of the territory that constitutes your organization. Your responses revealed the following results and include recommendations for each of the four quadrants of your organization.
For further context on this model please refer to the eBook or contact us for a complimentary debrief.
Here are the answers you provided to the Great Places To Work survey:
Now, score the survey as follows:
- Please add the points for questions 1 and 2. This comprises Q1 (Quadrant 1)
- Please add the points for questions 3 and 4. This comprises Q2 (Quadrant 2)
- Please add the points for questions 5 and 6. This comprises Q3 (Quadrant 3)
- Please add the points for questions 7 and 8. This comprises Q4 (Quadrant 4)
Keep in mind that:
- The maximum score per quadrant is 10.
- The scoring for each question pair is low if 1-5 and high when 6-10.
For example, if your score for question one is a 2, and for question two is a 4, then your overall score for questions Q1 is a 6. This is considered “high” in our results scale.
Proceed now to interpret your results:
Q1 – Who I Am
Low – Employees are likely not comfortable expressing their values, desires and beliefs. The culture is likely constrained in that regard and there is untapped potential and engagement to be leveraged. As a leader, you may not be creating the space for employees to be more open with their true beliefs, attitudes and values. Using the integral lens look for opportunities to ask more questions and learn more about your employees’ beliefs, attitudes and values. This will support you in leveraging the potential of your workforce.
High – You are able to flex your leadership style and create the space for employees to share what’s true for them. The culture has features of openness and transparency where employees can share their values, desires and beliefs. Assess the degree to which you are using that knowledge to maximize your employees’ potential and enhance engagement and productivity.
Q2 – What and How I do Things
Low – Employees are not able to fully take actions aligned with the organization and its mission, despite their intentions. There are silos and information is hoarded, not shared. Employees are working hard but are they as productive and effective as they could be? Assess the fit between what employees are being asked to do and the resources they have to execute.
High – Employees have the ability to understand and act in a way that is aligned with the bigger picture of the organization. The tools, systems and processes support the mission and encourage collaboration. Information is shared and there are few silos. Look for opportunities to leverage alignment and focus the collective energy.
Q3 – Who We Are
Low – Employees are talking amongst themselves, mostly about things that are not working well. There is a lack of cohesion and understanding of the company’s roots and purpose for being. Water cooler talk takes over and people are working at cross-purposes to each other, focused primarily on their own needs. This is a void for leadership to fill by clarifying and sharing what the organization truly stands for.
High – People share and talk about the company’s origins and purpose. There is alignment and clarity about what the organization stands for that shows up in how employees speak and behave. The culture is palpable, with everyone rowing in the same direction and for the same purpose. Make sure the expression of this cohesion is not being constrained by outdated systems, processes or tools.
Q4 – What and How We do Things Together
Low – Decisions are made haphazardly and not in relation to the company’s values or vision. The systems and programs do not support the company’s brand and in many cases are in opposition to it. There are silos that seem to be working at cross-purposes. Encourage collaborative behavior by defining success as a group success: i.e. if we don’t all win, no one wins.
High – Decisions are made based on the values espoused by the company. What the company stands for is clear, people walk the talk, and own the values inside them. The systems and programs support the company’s brand and vision. Employees collaborate, even across functions. Poll all your various stakeholders and garner feedback to serve as testimonials or identify gaps. Solicit input regarding beneficial future behaviors and actions (called “FeedForward”) to capitalize on the collaborative culture that has been created.
Having a more integral view of your organization is the first step towards creating a great place to work. In this report, and in our eBook, we offer tools, perspectives and suggestions to move further down this path. Naturally, before beginning any serious journey, it helps to consult with a guide who knows the territory. Creating great places to work is our passion and purpose. If you want to be a part of a great place to work, we invite you to contact us and have a complimentary conversation. The roots of the word conversation mean “changing together.” We invite you to jump in and invent the future you really yearn for!