Self Assessment Tool

Welcome to ‘PENTATEAMS’

New skills and competences for high performing and inclusive teams”, funded under the Erasmus+ Programme, is an initiative designed to enhance the performance and inclusivity of teams within various organisational settings. The project’s primary focus is on fostering interpersonal relationships, respecting diversity, and promoting inclusion among people from different social and cultural backgrounds, thereby improving team cohesion across organisations.

This self-evaluation tool is designed for you, as a manager or team leader, to gauge your effectiveness in fostering an inclusive and high-performing team environment. It aims to assess and strengthen managerial competencies in five key areas identified by Google’s Aristotle Project: psychological safety, dependability, structure and clarity, meaning, and impact. By using this tool, you can evaluate and improve your skills in fostering inclusive teams while driving high performance.

Therefore, we invite you to take ten minutes of your time to complete this questionnaire, based on your subjective opinion and personal experience. Your feedback is crucial for the development of the training system that we will design in the coming months.

You will immediately receive an email with feedback on your answers, indicating your score in the different areas mentioned in the questionnaire. The data from this questionnaire will only be used for the internal development of the contents of the Pentateams project and is confidential.

Thank you for your time and for providing your valuable input!

Best regards,

The Pentateams team.

Find here the

This package focuses on the development of a self-evaluation tool and training system that helps managers and team leaders assess and enhance their skills in creating and maintaining inclusive teams.

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SELF – EVALUATION TOOL QUESTIONS

1 / 30

1. When making decisions with my team, I trust my judgment and experience; I almost always follow my instinct.

2 / 30

2. If I have to spend time teaching the team, I can't do my job.

3 / 30

3. I value team members who are professionals and do not make mistakes.

4 / 30

4. To be successful, the team needs to have a leader as a reference.

5 / 30

5. Most mistakes are caused by a lack of attitude and commitment.

6 / 30

6. In work procedures, things are as they are; I don't like the team discussing it and wasting time.

7 / 30

7. In my team, the tasks are not carried out because no one is sure of whose responsibility the task is:

8 / 30

8. In my internal communication with my team, I avoid useless meetings and conversations.

9 / 30

9. When there is an urgent situation, I expect my team to understand that they may need to sacrifice their personal time to fix the issue.

10 / 30

10. When a mistake is made, it is never clear whose fault it was or what exactly went wrong

11 / 30

11. If a team member isn't meeting my expectations or the goals I've set, it must be because they're not putting in enough effort.

12 / 30

12. In my team, things are only done when we all receive precise and explicit orders and indications

13 / 30

13. I assume that team members understand their roles and responsibilities and only clarify when needed or when conflict arises

14 / 30

14. I ask for feedback from team members regardless of their background or experience only when the goals and objectives set are not understood.

15 / 30

15. Sometimes I communicate changes in priorities or timelines clearly and transparently to supervisors.

16 / 30

16. I often struggle to notice when team members are navigating challenges and obstacles in their work.

17 / 30

17. My team members never have any issues with the tools they need to succeed in their work

18 / 30

18. A constant open dialogue and ongoing questions from team members rarely help clarify misunderstandings, creating an environment where everyone feels at ease.

19 / 30

19. As a leader, it's not possible to take into account every individual opinion on the importance of their work, especially if it challenges the established norms

20 / 30

20. I believe that the goals and tasks of a team are different from the personal meanings that my team members attribute to their work.

21 / 30

21. Actively encouraging my team to find personal meaning in their contribution to work is a personal matter.

22 / 30

22. I seldom embrace changes in our team's processes and tasks, even if they could make the work more meaningful for team members.

23 / 30

23. I don't often ask team members for their opinion to understand what aspects of their work they find most significant.

24 / 30

24. I value team members who are committed and don't waste time looking for meaning in every task they do.

25 / 30

25. I expect each team member to set their own goals and see them to completion. Respecting the deadlines is their responsibility.

26 / 30

26. I expect my team members to come up with the best procedure that will lead to the goal.

27 / 30

27. I check the team members' progress regarding a task regularly, so I can pinpoint their mistakes.

28 / 30

28. I let my team members work individually. To assess their performance, I compare their end results, even if they are for different projects.

29 / 30

29. I make decisions on how to proceed with the task based on my previous experience with other projects.

30 / 30

30. After a work task is completed, I remove it completely from our task list.

Your score is

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Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them. [2023-1-FR01-KA220-VET-000152480]

 

All resources are published under the Creative Commons License CC BY-NC 4.0

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