Team Effectiveness Survey Instructions: Use the scale below to indicate how each statement applies to your executive team. It is important to evaluate the statements honestly and accurately. 1. Peers address performance problems with peers directly (such as missing a deadline or commitment). Usually Sometimes Rarely 2. Team members surface concerns they have about the peer's plans and approaches with that peer directly. Usually Sometimes Rarely 3. The boss invites team members to challenge his/her ideas seeking a better outcome. Usually Sometimes Rarely 4. Peers give the appearance of agreement in a meeting or with the boss, but later express their misgivings about the decision to others who cannot do anything about it. Usually Sometimes Rarely 5. Members of the team consider their primary role is to represent their own department and subordinates while their secondary role is to represent the organization and their supervisor. That is, they champion the goals or activities of their department more than they champion the cause of the organization. Usually Sometimes Rarely 6. Peers are just as concerned with not letting down a peer as not letting down the boss. Usually Sometimes Rarely 7. The team tends to cycle back to the same topics meeting after meeting. Usually Sometimes Rarely 8. At the end of meetings clear assignments are made with specific dates for completion. Usually Sometimes Rarely 9. It is fun and satisfying to be a member of this team; that is, we enjoy working together. Usually Sometimes Rarely 10. Subordinates sugarcoat difficult feedback to peers to avoid damaging their working relationship. Usually Sometimes Rarely 11. Team members are quick to seek recognition for their own contributions, but slow to acknowledge the contributions of peers. Usually Sometimes Rarely 12. We follow-up on assignments and address areas of non performance with candor and respect. Usually Sometimes Rarely 13. All members of the team candidly and respectfully surface concerns about their boss with the boss directly. Usually Sometimes Rarely 14. Team members are more concerned with and focused on their own department's results than the results of the overall organization. Usually Sometimes Rarely 15. If the boss were to ask each team member this question (without other team members present): "What is the mutual purpose in our organization?" the responses would be essentially the same. Usually Sometimes Rarely 16. Team members willingly make sacrifices (such as headcount, equipment resources, and budget) for the good of the organization. Usually Sometimes Rarely 17. The boss has a genuine curiosity about different perspectives or approaches to his/her ideas. Usually Sometimes Rarely 18. The boss incorporates ideas from subordinates even if these ideas are different from his/her ideas for a better solution or result. Usually Sometimes Rarely 19. Morale is significantly affected by failing to achieve team or organizational goals.a shared concern. Usually Sometimes Rarely 20. When a decision is made by the boss or team, there is little evidence of that decision being implemented throughout the organization (noticeable behavioral change at all levels). Usually Sometimes Rarely 21. Our team has clear goals. We know what is expected in terms of our work. Usually Sometimes Rarely 22. Team members generally leave a meeting with less energy than before the meeting. Usually Sometimes Rarely 23. Each team member is highly competent in his/her area of responsibility. Usually Sometimes Rarely 24. Members of the team speak highly of the accomplishments and competence of peers when those peers are not present. Usually Sometimes Rarely 25. We have “silos” in our organization where departments tend not to collaborate or communicate as well with other departments as they do within their own department. Usually Sometimes Rarely Be sure to answer every question before submitting the survey.