Strategic Alignment Survey Check-up :: Lifework Systems Training Courses

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Step 1 of 4 - Part 1 -Introduction

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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.

Please identify your sharing preferences*

You MAY share my NAME regarding my answers

I wish to remain ANONYMOUS regarding my answers

Your Name

Organizational Survey

This survey contains three 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.

Your responses should be related to your PROJECT TEAM*

Yes, I understand my responses should be related to my project team only..

Organization Values That Build Trust

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)

Organization Kinds Of People

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%) ACTIVELY DISENGAGED

Please enter a number from 0 to 100.

% (of 100%) 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 or highest leader in my work area is most like:

ENGAGEMENT*

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

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
Amy Bonta is most like:
Jennifer Quigley is most like:

Comments (optional)

Please make sure to reference the leader(s) you are commenting on

ENGAGEMENT*

	Actively Disengaged	Disengaged	Fully Engaged
I am most like:

Comments (optional)

Please make sure to reference the leader(s) you are commenting on

Additional Information

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.

Name

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