Your Organization’s Culture

Think of a specific member of your team who you suspect is a customer-purposed hidden leader. Then read the descriptions below. For each one, select the number from 1 to 5 that reflects how often you see that person behaving in that way. The higher the ending number, the more likely you have a customer-purposed hidden leader.

 Observed BehaviorFrequency
 (1=Never, 5=Always)
People speak freely about issues, ideas, and challenges 1 2 3 4 5
People feel comfortable talking about problems to those in positions of power 1 2 3 4 5
Whenever a problem is being discussed, all the relevant issues are identified freely 1 2 3 4 5
People feel comfortable exploring challenges and solutions in larger groups without vetting them beforehand with a select few 1 2 3 4 5
Most conversations are open to anyone who has an interest in the subject 1 2 3 4 5
People believe their managers over gossip or the grapevine 1 2 3 4 5
People understand and can discuss the "what" and "why" of major decisions made by management 1 2 3 4 5
People link their daily tactical decisions to strategic ones made higher up in the organization 1 2 3 4 5
Priorities are clear, dependable, and established 1 2 3 4 5
People feel autonomous when it comes to making tactical decisions for themselves and their areas 1 2 3 4 5
Our organization celebrates important successes, both company-wide and local 1 2 3 4 5
Celebrations give credit where credit is due: to those who contributed to the success 1 2 3 4 5
Organization-wide celebrations feel natural and fun 1 2 3 4 5
Our organization regularly celebrates success throughout the year 1 2 3 4 5
Management uses failures as a means of learning how to succeed next time 1 2 3 4 5
People who fail while attempting to innovate are not punished but commended for the effort 1 2 3 4 5
To support success, managers give people the time, resources, and direction they need 1 2 3 4 5
Major failures are seen as the responsibility of many, not one person 1 2 3 4 5
New ideas and innovations are tested in front of many in the organization, not secretly 1 2 3 4 5
Conflicts are about ideas, solutions, challenges, and innovations - not personalities 1 2 3 4 5
People stay engaged when conflict arises 1 2 3 4 5
Conflicts are resolved in "public" within the groups or teams where the conflicts arise 1 2 3 4 5
Conversations about conflicts are calm, rational, and focused 1 2 3 4 5
People voice opinions because they are not afraid of conflict 1 2 3 4 5