Team Performance | Performance Measuring Tool

The Team Performance Assessment

The Team Performance Assessment is a tool that gives you an overview of your team’s current stage of development (as defined by Blanchard’s Team Development Model). This gives you a reliable indication of the needs of the team, in order to progress to (or maintain) consistently high performance.

The questionnaire below will help you:

• Benchmark your team against the characteristics of a high performance team

• Identify your team’s stage of development and the appropriate leadership behaviours

• Determine strategies for achieving higher performance

Think about a team with which you are involved. For each of the seven characteristics listed below, select the letter that relates to the paragraph most closely describing your team’s current state.

When you click “submit”, your score will be presented with a brief description of its meaning and the probable needs of your team.

Purpose and Values

A. Team members seem confused or disagree about the purpose and goals of the team and individual responsibilities. There is a discrepancy between team members’ initial hopes and the reality of the situation in terms of what is workable and realistic.

B. Because not all team members have expressed their views, it is not clear if they share a sense of common purpose and values. Team members are more focused on “How do I fit in?” and “How will we work together?” Energy centres on defining goals, roles, and tasks.

C. A sense of shared purpose is emerging. Goals for the team and individual roles are becoming clear, and the team is beginning to develop methods for achieving them.

D. Each team member can describe and is committed to the purpose and values of the team. Goals and individual roles are clear and relevant to the overall purpose. There is a sense of independence, and strategies for achieving goals are clear.

Empowerment

A. Team members feel cautiously optimistic about the ability of the team to solve problems and to achieve desired results. There is a growing sense of power as skills continue to deepen. Team members are learning to work together and to help each other.

B. There is low confidence in the team’s ability to realise a shared vision. Team members are frustrated with leadership, policies, and practices. There is a sense of competition rather than collaboration among team members.

C. Team members feel relatively enthusiastic about the future of the team but have not yet acquired all of the necessary knowledge and skills. Policies, procedures, and practices are unclear.

D. Team members feel a collective sense of power and have acquired the necessary skills and resources. Policies, procedures, and practices support the team objectives. There is a sense of mutual respect and willingness to help each other.

Relationships and Communication

A. Team members are increasingly encouraging and supportive of one another. They tend to withhold negative feedback. Team members are listening to one another more and more.

B. Team members express themselves openly and honestly without fear of rejection. They listen to each other and express warmth, understanding, and acceptance. Differences of opinion and perspective are valued.

C. Team members often interrupt, withdraw, or express negative reactions to the formal leadership and/or to each other. Communication within the team is guarded or volatile, reflecting conflict and/or frustration. The team shows little evidence of listening and understanding.

D. Team members act politely and cautiously toward each other, reflecting a lack of knowledge of one another. They look to the designated leader to moderate discussion. Team members are often hesitant to express their feelings and opinions.

Flexibility

A. The team depends on the designated leader or sponsor for direction and approval. Team members are cautious, formal, and/or stilted in their contributions to the team.

B. Frustration and tension in the team tend to limit the flexibility of team members. Dissatisfaction is often expressed by “either/or” behaviour such as aggression/ withdrawal and dependence/resistance.

C. Team members are beginning to share responsibility for team functioning by using one another’s strengths. There is an emphasis on maintaining harmony and good working relationships.

D. Team members share responsibility for team leadership and flexibly fulfil various roles for task accomplishment and team operation. They freely express opinions and feelings and are adaptable to changing demands.

Optimal Productivity

A. The team shows evidence of moderate to high task accomplishment. Team members are fairly agreeable in solving problems and making decisions.

B. The team accomplishes work quickly and effectively. Team members have highly developed problem solving and decision making skills and value each other’s differences in opinion and perspective.

C. The team shows little evidence of task accomplishment. The team’s problem solving and decision making skills are undeveloped.

D. The team shows some evidence of task accomplishment. Team members struggle with problem solving and decision making.

Recognition and Appreciation

A. The team looks to the designated leader or sponsor for recognition and appreciation. Team members look to the formal leadership for approval more than to other team members.

B. There is a strong feeling of respect and appreciation among team members. Individual and team accomplishments are frequently recognised by team members, as well as by the formal leadership.

C. Team members rarely give recognition or express appreciation to each other. They tend to criticise each other or focus on negative aspects.

D. Team members increasingly express recognition and appreciation for one another, reflecting a developing sense of harmony and trust. This team spirit is somewhat tentative or fragile.

Morale

A. Team members feel a sense of pride and excitement in being a part of the team. Their confidence is strong, and they are very satisfied with the work that is being accomplished.

B. Team members feel a growing sense of team unity and confidence as they are learning to work together. Negative feelings are being replaced by positive ones.

C. Team members feel a sense of expectancy and mild excitement, as well as some apprehension, as they anticipate working together.

D. There are feelings of frustration, pessimism, and dissatisfaction among team members. The team is fractured as team members compete or withdraw.

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Team Performance Assessment Questionnaire