Team Clarity Diagnostic

1. Every member of our team can articulate the team's primary objectives and how they connect to the wider organisational strategy.

2. Our team's KPIs and individual performance targets are genuinely aligned — people are not optimising for their own metrics at the expense of collective outcomes.

3. Our team has a clear, shared understanding of its unique value to the wider organisation — we know what makes us distinctively useful.

4. When priorities shift or conflict arises between objectives, our team has a clear, agreed mechanism for resolving it — we do not stall or default to hierarchy.

5. Roles and responsibilities within our team are unambiguous — people know who owns what and rarely experience confusion or duplication.

6. Our decision-making process is clear and efficient — people know who makes which decisions, and decisions are rarely revisited without good reason.

7. Our meetings are well-designed — they produce decisions, not just discussions, and team members leave knowing what happens next and who is accountable.

8. Dropped balls and duplicated efforts are rare in our team — when they do occur, we have a clear process for diagnosing and addressing them.

9. Team members can raise concerns, challenge ideas, or flag problems without fear of marginalisation, blame, or being seen as difficult.

10. Conflict within our team is healthy and productive — we debate ideas vigorously without it becoming personal or politically motivated.

11. There is genuine mutual accountability in our team — people hold each other to commitments without it requiring the leader's intervention every time.

12. Trust in our team is high — members follow through on commitments, are transparent about challenges, and assume positive intent in each other.

13. Our team adapts to significant change — restructuring, new technology, market shifts — without prolonged disruption to performance or morale.

14. Our team regularly generates new ideas and experiments with improved ways of working — we do not default to doing things the way they have always been done.

15. Our team maintains strong performance during periods of high ambiguity — we do not become paralysed or dysfunctional when the path forward is unclear.

16. Our team effectively communicates its progress and value to the wider organisation — stakeholders outside the team understand and respect what we deliver.