Team Engagement Quiz
Interpretation of Scores
90-100: Congratulations you have earned an “A!” Consider yours a SuperTeam! You are highly effective and likely perform and deliver beyond expectations. Team members are actively engaged and committed to one another and the success of the team. They undoubtedly take pride in the team and its accomplishments. As an added benefit, team members have likely bonded and become friends. Despite your exceptional score, we know that you won’t rest on your laurels because that simply isn’t what members of SuperTeams do!
80-89: With an overall letter grade of “B” you’re well on your way. Teams who score in this range function well and typically deliver expected results. The “A” players on the team should work to pull up the performance of others through constructive feedback and positive reinforcement. The team leader should make sure to acknowledge the accomplishments of the “A” players – not as a way to put others down but to reinforce the desired behavior.
70-79: Teams who receive a “C” may be considered “average” but in truth they are mediocre. They likely have a range of individual team member engagement and skill. They are often not on the same page and may be unclear regarding their roles and responsibilities – or even the precise objectives of their team. Neither team members nor the team leader are likely to be holding individuals accountable. This is a dangerous culture where good enough really is accepted as good enough. Although there may be some strong individual contributors, they cannot make up for the majority who are not fully in the game. Team members and the team leader must come together and agree that their current performance simply isn’t good enough and they are letting down their customers and stakeholders. All team members must revisit their roles and responsibilities and commit to holding themselves and one another accountable.
60-69: Most people know that a “D” on a report card means “just passing.” In the context of what it takes to be a SuperTeam, teams that score in this range aren’t even close. There is typically considerable stress and finger pointing. Goals and objectives are not being met. The team is not contributing to the well-being of the organization. There is likely a significant disconnect among team members, the team leader, and fundamental objectives of the team. At most, there may be a handful of engaged and competent team members who are likely overwhelmingly frustrated and have become resigned that there isn’t much that can really be done to increase the performance of their fellow team members. They may have “checked out” and are likely looking at other opportunities. The team leader is ineffective.
<60: Unfortunately, you have heard a failing grade of “F.” A meeting should be held with the entire team, team leader, the team leader’s boss, and stakeholders to determine if it is possible to “fix” the team. If not, the following options should be considered: 1) Making significant changes in the expectations of the team’s deliverables, 2) Making significant changes in team membership – getting the “right” players in place – most prominently the team leader, 3) Disbanding the team and seeing if their deliverables could be re-assigned to individuals or other teams. Whenever the team ceases to exist, a “post-mortem” should be conducted with, at a minimum, the team leader and his boss to determine where things went wrong and what could have been done for an earlier course correction. (It is most likely that the origins of the dysfunction occurred very early in the formation of the team, e.g., a clear Mission and scope, the right team members, and a clear assignment of roles and responsibilities.) Regardless of where your team scored, learn from the results. Be clear about what worked and what hasn’t worked. Based on your results, identify 3-5 areas that present the greatest opportunity for improvement. Make sure to involve team members in identifying these areas and in developing solutions. Always tie the solutions to hard numbers that will allow you to measure the impact.