Strategic Alignment Survey by Organization :: Lifework Systems Training Courses

Organizational Survey

Organizational Alignment

Organization Trust Level

Organization Values That Build Trust

Organization Kinds Of People

Additional Information

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Step 1 of 6 - Part 1 - Department Alignment

16%

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Form Type

Long Form

Short Form

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Company Name

The Strategic Alignment Survey measures key areas that have an impact on individual and group engagement, alignment and trust levels. This information provides critical feedback across your department. As a result, you will be taking this first part of the survey regarding your department and a second part of this survey regarding your entire organization. We recommend you set aside up to an hour for all ten parts of this survey, without interruption so you are able to focus fully on this survey and not be rushed. You have the opportunity to make comments if you wish to provide additional feedback. Data from this survey will be collected, summarized and reporting on conclusions and recommendations will be shared with you. Thank you in advance for your contributions to this process and for your gifts of time and feedback.

NOTE: If you click the "Save and Continue Later" link below, you will be prompted with a link so that you may come back and complete the assessment where you left off at a later time. Copy the link or you may also choose to have the link emailed to you, this email address will not be stored in the site.

Please identify your sharing preferences*

You MAY share my NAME regarding my answers

I wish to remain ANONYMOUS regarding my answers

Your Name

Select your Department or Work Area

This survey contains five sections with all questions focused on your ORGANIZATION as a whole.

Your responses should be related to your ORGANIZATION as a whole*

Yes, I understand my responses should be related to my organization.

This section includes questions/statements that describe the degree to which all employees are aligned with the organization’s Purpose, Values, Vision, Goals, Procedures and Roles. Alignment is a combination of clarity (understanding) plus approval (buy-in) regarding each.

CLARITY refers to how clear you believe the people in your organization understand these.

APPROVAL refers to whether or not the people in your organization feel good about each of them. Please indicate your rating for each of the following:

Clarity of Purpose*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
Our organization has a clear idea of why we exist.
Our organization knows what is expected of us.

Comments (optional)

Approval of Purpose*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
For the most part, our organization has its priorities in order.
Our organization is providing a vital service.

Comments (optional)

Clarity of Values*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
We operate by a clearly defined set of values.
People in our organization demonstrate a clear understanding of our values through their behavior.

Comments (optional)

Approval of Values*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
For the most part, the values we operate by help us get our jobs done.
I personally agree with the basic principles our organization operates by.

Comments (optional)

Clarity of Vision*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
Our organization clearly understands what we need to achieve.
Our organization has a coherent plan for achieving our vision.

Comments (optional)

Approval of Vision*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
Our organization is moving together in the same direction.
I like the direction this organization is going in.

Comments (optional)

Clarity of Goals*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
Organization members have the information they need to set priorities.
Organization members are generally aware of the way work flow proceeds around here.

Comments (optional)

Approval of Goals*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
I believe our organization and individual goals are realistic.
The strategies we have in place will ensure we achieve our vision.

Comments (optional)

Clarity of Procedures*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
Forms, reports and procurement methods are familiar to organization members.
The written and verbal methods we use to move ahead on tasks are fairly simple and efficient.

Comments (optional)

Approval of Procedures*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
If everybody does his or her job, the organization can achieve its goals quite consistently.
The systems for getting things done around here work quite well.

Comments (optional)

Clarity of Roles*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
Organization members know who to go to, to get something done.
Organization members understand what is expected of them in their respective roles.

Comments (optional)

Approval of Roles*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
I believe we have the right people in the right roles.
Organization members’ areas of responsibility are big enough, yet not too big.

Comments (optional)

This section includes questions/statements that describe the degree to which members in your organization practice trust building behaviors. Please indicate your rating for each of the following four elements:

ACCEPTANCE (respect and recognition)
CONGRUENCE (honesty and straightforwardness)
OPENNESS (receptivity and disclosure)
RELIABILITY (seeks excellence and follows through on commitments)

ACCEPTANCE*

Comments (optional)

CONGRUENCE*

Comments (optional)

OPENNESS*

Comments (optional)

RELIABILITY*

Comments (optional)

This section has 8 categories describing 8 values (behaviors) that must be present for trust to develop. This survey asks these 2 questions about each value:
1. How important is this value to you personally?
2. How well does your ORGANIZATION operate by this value?

STRAIGHTFORWARDNESS: Being direct and open in making requests and stating expectations.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

STRAIGHTFORWARDNESS: Being direct and open in making requests and stating expectations.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

HONESTY: Having high standards of honesty in everything we do. Telling the truth without omission or distortion.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

HONESTY: Having high standards of honesty in everything we do. Telling the truth without omission or distortion.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

RECEPTIVITY: Staying open to and giving other people’s feelings, experiences, viewpoints, new ideas and methods a fair hearing.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

RECEPTIVITY: Staying open to and giving other people’s feelings, experiences, viewpoints, new ideas and methods a fair hearing.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

DISCLOSURE: Communicating openly one’s own ideas, feelings, and opinions without holding back.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

DISCLOSURE: Communicating openly one’s own ideas, feelings, and opinions without holding back.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

RESPECT: People are valued for who they are and are treated as such.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

RESPECT: People are valued for who they are and are treated as such.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

RECOGNITION: People appreciate strengths and differences in each other and express this verbally.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

RECOGNITION: People appreciate strengths and differences in each other and express this verbally.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

SEEKS EXCELLENCE: Striving to do our best in everything we do.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

SEEKS EXCELLENCE: Striving to do our best in everything we do.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

KEEPS COMMITMENTS: People follow through on what they say and on their responsibilities.*

	Unimportant	Somewhat Unimportant	Neutral	Somewhat Important	Essential
How important is this value to you personally?

KEEPS COMMITMENTS: People follow through on what they say and on their responsibilities.*

	Absent/Never	Rarely	Occasional	Often	Consistent
How well does your organization operate by this value?

Comments (optional)

This section identifies the percentage of employees whose behavior is ACTIVELY DISENGAGED, DISENGAGED, or FULLY ENGAGED. Most people tend to operate by one of the three descriptions below most of the time. Read through the descriptions then indicate what percentage of the people in your ORGANIZATION would fit each of the following three descriptions?

TOTALS FOR ALL 3 MUST EQUAL 100%

% (of 100%) DISENGAGED

Please enter a number from 0 to 100.

% (of 100%) ACTIVELY DISENGAGED

Please enter a number from 0 to 100.

% (of 100%) FULLY ENGAGED

Please enter a number from 0 to 100.

ACTIVELY DISENGAGED	DISENGAGED	FULLY ENGAGED
Won't be told what to do or listen to others; is frustrated; feels entitled to better treatment; has negative attitude, underachieves, has poor people skills, lacks self-awareness and self-management, often sick, stressed, calamitous, apathetic, rebellious; tends to blame others when things go wrong; generally and frequently uncooperative, not a team player or actively working against others (openly or passively sabotaging; at times through action or inaction rather than in word)	Does what they're asked to do but doesn't feel much commitment to the tasks, the people or the organization…"it’s just a job, a paycheck." Characterized by low-level and frequent resentful compliance or neutrality. Often looks or feels low energy, reluctant or "the victim". Gets C- results when capable of A+ results. Are often called "9-5er's" because they're doing the bare minimum to keep their jobs. Sticks to the rules and stays out of trouble but is switched off and non-creative.	Works intentionally with a strong commitment to their purpose, vision and values; maintains a high level of engaged passion on the job. They’re eager and willing, good team players, are personally and intrinsically responsible for their performance, their relationships, and have strong self and social interest; they are open-minded, eager and willing to learn; have good people skills, positive attitudes, take healthy risks, are innovative, proactive and uses initiative and creativity to improve results.

Total %

Should equal 100%

Comments (optional)

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
My CEO is most like:

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
Dave Harris is most like:
Andrew Weicht is most like:
Natalie Olive is most like:

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
Katy Childs is most like:
Ron Eckstrand is most like:
Stephanie Smith is most like:

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
Dr. Charles Ruotolo is most like:
John Nikolic is most like:
Michael Argenzio is most like:

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
Zach Lyons is most like:
Brad Hagan is most like:

Comments (optional)

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
I am most like:

Comments (optional)

Strongly Disagree

Slightly Disagree

Slightly Agree

Strongly Agree

In our organization, when people express their point of view, they feel truly listened to.

Organization members are accepted for who they are.

In our organization, it is safe to express conflicting points of view.

Our organization finds it easy to encourage and support each other in our efforts to get the job done.

This section includes additional questions we ask you to consider including your unique and specific feedback and recommendations. We use this data to summarize collective priority concerns and ideas we see in your organizational patterns.

Provide your answers to the questions below*

	Strongly Disagree	Disagree	Slightly Disagree	Slightly Agree	Agree	Strongly Agree
There is harmful gossip among individuals in our organization.
People in our organization are encouraged to ask for help from one another.
In our organization, we can count on support from others.

Comments (optional)

Describe the quality and effectiveness of communications in your organization.

Describe the quality and effectiveness of management in your organization.

Add anything you think would make your organization more successful.

This field is for validation purposes and should be left unchanged.