Assessment 1

Example Corp

June 16, 2025 - June 20, 2025

Assessment Completion

85.7%

0%100%

Participants

Total Invitees

Overall Company Score

71.2

Completion Time Distribution

What does this chart show?

A highly engaged core of employees responded very promptly, with the largest group completing the assessment within a single business day. This indicates a strong willingness within the organization to participate and provide thoughtful feedback when asked.
A notable portion take several hours or even days, suggesting that some participants may be fitting the assessment around other work or pausing and returning later.
Overall, the data shows good engagement, but there is an opportunity to help more team members complete the assessment efficiently and with fewer interruptions.

Core Value Analysis

How well the organization is living its stated core values, with scores and trends for each value.

Overall Core Values Performance

57.9%

Positive Responses

31%

Neutral Responses

11.1%

Negative Responses

Core Values

Brave

75.0

Courageous and honest, we speak up respectfully & do the "right" thing, take calculated risks, and hold ourselves accountable.

Understanding

71.7

We prioritize listening first, seek to understand, and foster open communication.

Servant

68.9

Putting others first, building trust through vulnerability, and admitting mistakes.

Keen

72.8

Eager to learn, enthusiastic, and embracing a growth mindset.

Reliable

73.3

We have each other's back, prioritize the team, and demonstrate loyalty and cooperation.

Ownership

78.3

We care deeply about outcomes, take personal responsibility, and proactively solve problems.

Key Insights

Highest Rated

Ownership

66.7% positive

Lowest Rated

Servant

44.4% positive

Understanding the Performance Chart

The results highlight a strong cultural foundation built on individual accountability, as employees identify most strongly with the values of Ownership and being Brave. This indicates a proactive and responsible workforce.
Core operational strengths are also evident in the high scores for being Reliable and Keen.
The most significant opportunity for cultural development lies within the value of being a Servant. While individuals are driven and accountable, the collective ability to foster deep, empathetic, and psychologically safe collaboration may be underdeveloped.
A key tension revealed by the data is between high individual Ownership and lower collective Servant-hood. This dynamic can foster highly effective individual contributors who may, however, need more cultural support and leadership modeling to translate their efforts into truly cohesive teamwork.

Core Values Performance

Detailed Statistics by Core Value

Sentiment Breakdown Analysis

While a majority of feedback is positive for most values, a very large cohort of employees (25-39%) consistently remains Neutral. This sizable group is not actively engaged with the values, representing a major opportunity for cultural conversion.
Ownership is not only the highest-scoring value but also has the highest positive sentiment (66.7%), confirming it as the most deeply and widely felt cultural strength.
Servant has both the lowest positive sentiment (44.4%) and the highest negative sentiment (16.7%). This indicates it's the most contentious value—the one where the gap between the company's ideal and the employees' lived reality is most acutely felt.
The overall sentiment pattern suggests that while individualistic and action-oriented values are strong, conviction wavers when it comes to the more relational and trust-based values. Many employees appear to be taking a "wait-and-see" attitude in these areas.

Quadrant Analysis

Deep dive into the four key quadrants of organizational health, with scores, NPS, and key themes for each area.

Overall Quadrant Performance

73.2%

Communication

70.2%

Capacity

70.7%

Capability

70.7%

Connection

Communication

73.2%

NPS Scores

Me11.1%

We75%

Us13.9%

Key Findings & Opportunities

A Disconnect Between Stated Values and Lived Reality is Eroding Trust

Observation

–Employees perceive a significant gap between stated core values and their daily experiences with accountability.
–There is a strong sentiment that accountability is inconsistent, with one employee noting, "nobody takes responsibility of a product."
–This creates a feeling of inconsistent progress, described as, "We seem to take 1 step forward and 2 steps back."
–Communication is viewed as siloed, which contributes to a breakdown in organizational trust.

Impact

–Erodes the trust and leadership credibility required for agile performance.
–Creates cynicism and hesitation from employees to commit their full discretionary effort.
–Increases the risk of project delays and fosters a culture of blame avoidance rather than collaborative problem-solving.
–Weakens the integrity of your brand and company culture from the inside out.

Opportunity

–Establish Clear Lines of Communication: Create and communicate a simple accountability framework for key initiatives to ensure everyone knows their roles and responsibilities.
–Promote Leadership Modeling: Ensure senior leaders visibly champion and embody the company's values, especially during difficult decisions.
–Increase Transparency in Decisions: Proactively share the "why" behind key strategic decisions to build understanding, buy-in, and transform directives into shared missions.

Capacity

70.2%

NPS Scores

Me11.1%

We69.4%

Us19.4%

Key Findings & Opportunities

Inefficient Systems and Overextended Resources are Fueling Burnout and Wasted Effort

Observation

–Employees express deep frustration with outdated systems and chaotic workflows, leading to significant wasted effort described as "wasted time dealing with problems created by lack of completion on all products."
–Operational decisions, such as "changing reliable vendors to new people who don't produce the same quality," are perceived as inefficient.
–There is a feeling of being overextended, as noted by the sentiment that "there's so many different projects going on that resources have to be split between them."

Impact

–Directly drains productivity through wasted hours and rework.
–Increases employee stress and elevates the risk of burnout for key personnel.
–Creates a pervasive sense of "running hard but getting nowhere," which breeds deep resentment and impacts retention.
–Sends an implicit message that the organization doesn't value its employees' time or well-being.

Opportunity

–Prioritize for Impact: Leadership can energize the organization by identifying and committing to the top 1-3 strategic initiatives for a given period, explicitly placing other projects on hold to provide immediate relief and focus.
–Empower a "Friction Fixers" Task Force: Create a small, cross-functional team of the employees most impacted by a specific broken process. Empower them for two weeks to redesign it and present a solution.
–Implement a Visual Project Roadmap: Use a simple tool to create a single source of truth showing all active projects, their owners, and timelines, making resource conflicts transparent and manageable.

Capability

70.7%

NPS Scores

Me13.9%

We63.9%

Us22.2%

Key Findings & Opportunities

A Lack of Clear Growth Paths and Genuine Autonomy is Causing Talent to Stagnate

Observation

–Employees feel stuck and see a "dead end" in their professional journey, powerfully captured by the sentiment of "being told there is nothing more than where I am unless someone retires."
–A sentiment was expressed that a lack of opportunities to make decisions can create a frustrating cycle, where employees feel unable to demonstrate their capabilities, which can then be perceived as a lack of skill.
–The environment is one of "constantly firefighting so there is little time for exploration or learning," limiting skill development.

Impact

–Demotivation, disengagement, and a high risk of losing ambitious and capable talent to competitors.
–Starves the organization of bottom-up innovation and proactive problem-solving that comes from an empowered workforce.
–Reduces the organization's ability to adapt to market changes due to underdeveloped internal skills and a lack of creative confidence.

Opportunity

–Co-Create Career Pathways: Work with employees in one or two key roles to design simple, clear pathways outlining the skills and competencies needed for advancement, making growth feel possible.
–Launch a Pilot Mentorship Program: A low-cost, high-impact initiative to foster skill sharing and build internal networks by pairing experienced employees with more junior colleagues.
–Delegate Problems, Not Just Tasks: For the next key project, practice delegating a clear problem or desired outcome to a team and grant them genuine autonomy over *how* to solve it, demonstrating trust and building ownership.

Connection

70.7%

NPS Scores

Me5.6%

We80.6%

Us13.9%

Key Findings & Opportunities

A Disconnect Between Strong Team Camaraderie and a Lack of Organizational Respect Undermines Belonging

Observation

–There is a critical disconnect between strong team-level support and a feeling of being undervalued by the broader organization, captured perfectly by the quote: "Included, I am. Respected, I am not."
–This feeling is reinforced by a lack of appreciation, described as "zero acknowledgement for a job well done."
–It is compounded by real-world financial pressures, with employees noting that "the price of everything getting more and more expensive on the outside world except our salaries."

Impact

–This is the most urgent finding. A lack of perceived respect dissolves employee loyalty and creates a transactional "us vs. them" culture between employees and management.
–It erodes organizational psychological safety, making people less likely to go the extra mile or speak up about critical issues.

Opportunity

–Address Compensation Transparently (Urgent): Conduct a formal review of compensation bands relative to market rates and inflation. Communicating openly about this process and its outcomes is a powerful act of respect.
–Build a Culture of Recognition: Implement simple, visible systems for both peer-to-peer and leader-to-employee recognition. This could start immediately in the next all-hands meeting by dedicating 5 minutes to public "shout-outs."
–Equip Leaders for Connection: Invest in training managers and leaders on the specific behaviors that create psychological safety and make every team member feel genuinely seen, heard, and valued.

Section Performance

Performance breakdown by assessment section, highlighting strengths and areas for improvement across key dimensions.

Section Performance

High-Level Overview: The Story in the Scores

Your organization excels at empowering individuals and organizing immediate tasks, demonstrating strong capabilities at the local or team level.
The organization as a whole struggles significantly with high-level strategic planning and adapting to new challenges, indicating a disconnect between individual action and unified direction.
The most critical areas for improvement are your lowest scores in Adapt (64.4) and Plan (66.1), which highlight a core vulnerability in organizational agility and strategic foresight.
This suggests your teams are working hard and effectively within their immediate roles but lack a clear, unified roadmap, leading to wasted effort and a sense of "firefighting" without strategic forward momentum.

User Sentiment Analysis

The sentiment analysis reveals a critical divide. While employees find personal meaning in their work, there is significant passive disengagement ('Neutral' sentiment) regarding key operational and growth-related topics. This widespread apathy, particularly concerning investment in growth, following goals, and adapting to change, poses a greater risk than active disagreement. Addressing this neutral stance is crucial, as it indicates a lack of buy-in and connection to the company's execution and strategy.

Positive Highlights

I find meaning in the work I do here.

80.0

👍83.3%

😐11.1%

👎5.6%

This is the strongest positive signal. The vast majority of employees feel a personal connection to their work.

I know what's expected of me in my role.

77.8

👍83.3%

😐13.9%

👎2.8%

Role clarity is a significant strength. Employees understand their immediate responsibilities.

I am trusted to make decisions in my role.

79.4

👍75%

😐22.2%

👎2.8%

A strong sense of autonomy and trust exists at the individual level, which is a positive driver.

Apathy Risks - Critical Areas of Disengagement

I feel the company invests in my growth by providing the right tools and learning opportunities.

60.0

👍33.3%

😐44.4%

👎22.2%

The highest area of apathy. A plurality of employees are unconvinced about the company's investment in them, representing a major retention risk.

When our team's priorities change, I feel we are good at adjusting our plans to match.

68.3

👍47.2%

😐44.4%

👎8.3%

Another major flag. Employees are not confident in the team's ability to adapt, with many choosing not to agree or disagree, indicating uncertainty or disengagement with the process.

In my day-to-day work, I see our company's core values being put into practice.

68.9

👍50%

😐41.7%

👎8.3%

A large portion of the team does not see the core values being actualized, suggesting a disconnect between stated culture and reality.

Negative Hotspots - Areas Requiring Immediate Attention

I see us consistently following through on the goals and targets we set.

63.9

👍41.7%

😐33.3%

👎25%

This question has the highest active disagreement. A full quarter of employees believe the company does not follow through on its goals.

I see our leaders consistently making decisions that align with our company's purpose.

67.2

👍50%

😐33.3%

👎16.7%

Significant active disagreement about leadership's alignment with purpose, indicating a trust issue.

I feel included and respected at work.

68.9

👍55.6%

😐27.8%

👎16.7%

A concerning level of negative sentiment around the fundamental need for respect and inclusion.

Key Insights & Action Items

Critical Findings:

😐Apathy is the biggest risk: High neutral responses indicate disengagement, not just disagreement. This is more dangerous than active negativity.
😊Individual autonomy is strong: Employees feel trusted and understand their roles, providing a solid foundation.
😟Growth investment concerns: 44.4% neutral response on growth opportunities represents a major retention risk.

Priority Actions:

1.Address apathy first: Focus on converting neutral responses to positive ones, especially around growth and adaptation.
2.Leverage strengths: Build on the strong individual autonomy and role clarity to improve broader organizational issues.
3.Improve follow-through: Address the 25% active disagreement about goal execution and leadership alignment.

Suggestions & Improvements

Actionable recommendations and improvement ideas based on the assessment results and employee feedback.

Opportunities for Change (New Initiatives)

Create a Library of Recorded Training: Record and document in-house training sessions for new technologies or processes, creating a valuable, reusable resource for current and future employees. Consider providing dedicated equipment to support hands-on familiarization and practice.
Improve Governance and Accountability: Implement a formal system to ensure all verbal instructions and requests are put in writing (e.g., via email, project management tool, or a shared document) with clear dates and expectations to improve clarity and accountability.

Opportunities for Improvement (Enhancing What Exists)

Feedback Loop Acceleration: Improve the feedback and response loop to be quicker and more efficient.
Strengthen Accountability & Follow-Through: Enhance accountability by following through on processes and investments in systems.
Improve Meeting Preparation & Value: Increase preparation and value for meeting time by sharing agendas and materials in advance.
Simplify Processes & Communication: Simplify complex processes and improve communication to ensure everyone is aware of and understands changes.
Optimize Meeting Cadence: Optimize meeting frequency and focus, such as having sales meetings less frequently than weekly.
Inclusive Project Planning & Testing: Involve key stakeholders in project planning, define clear roles and responsibilities, and test products thoroughly.
Design for Serviceability & Assembly: Consider the assembly and service processes when designing new products to improve buildability and troubleshootability.
Cultivate an Innovation Culture: Foster a culture that encourages innovation and challenges the status quo, rather than accepting 'the way it's always been done'.
Clarify Roles & Engagement for All Members: Ensure all team members, including board members, have specific responsibilities and are engaged in the process.
Balance Communication with Execution Focus: Balance meeting and communication needs with the risk of over-meeting, and focus on executing against timelines with available resources.
Sharpen Strategic & Product Focus: Focus on products that generate the most revenue and prioritize efforts on high-impact projects.

Executive Summary & Path Forward

A comprehensive overview of your organization's strengths, opportunities, and the promising path ahead.

Your Strong Foundation

Solid Performance Base

✓71.2% overall score - A strong foundation above the 70% threshold
✓85.7% completion rate - High engagement and commitment from your team
✓Strong individual autonomy - Employees feel trusted and understand their roles
✓Meaningful work connection - 80% find personal meaning in their work

Cultural Strengths

✓Ownership culture - 78.3% score shows strong individual accountability
✓Brave communication - 75% score indicates willingness to speak up
✓Reliable teamwork - 73.3% score shows strong team support
✓Growth mindset - 72.8% score indicates eagerness to learn

Growth Opportunities: Natural Evolution

The areas identified for improvement represent natural evolution opportunities for a maturing organization. These are not signs of failure, but indicators of growth potential and organizational maturity.

From Individual to Collective Excellence

Your strong individual performance (71.2% overall) provides the perfect foundation for building collective organizational capabilities.

• Leverage individual autonomy to strengthen team coordination
• Build on role clarity to improve cross-functional collaboration
• Use strong ownership culture to enhance organizational accountability

From Execution to Strategic Planning

Your strong execution capabilities (Empower: 76.9%, Organize: 74.2%) can be extended to strategic planning and adaptation.

• Apply systematic thinking to long-term planning
• Use organizational skills for strategic alignment
• Leverage empowerment for strategic decision-making

Vision for the Future: Your Path to Excellence

Imagine your organization 12 months from now: A place where individual strengths are amplified through collective excellence, where strategic clarity guides every decision, and where every team member feels valued, respected, and excited about their future.

Key Success Indicators

→Reduced neutral responses in sentiment analysis
→Improved scores in Plan and Adapt sections
→Enhanced Servant leadership scores

→Increased employee retention and satisfaction
→Better cross-functional collaboration
→Stronger organizational resilience

Ready to Transform Your Organization?

You have everything you need: a strong foundation, engaged employees, clear opportunities, and the data to guide your journey. The path to organizational excellence starts with the first step.

Next Steps

Review the detailed recommendations in this report

Timeline

Begin implementation within 30 days

Support

WorkingAs1 is here to guide your journey