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Score your effectiveness
low (0) ----- high (4)
Organizational Effectiveness
...use the bullet points to help you score your organization more accurately. Be a tough grader; only give the organization a 4 if the statement is true most of the time.
0 1 2 3 4 1. People feel proud to be working here and are excited about what the organization is about.
  • People feel connected to the organization’s purpose.

  • The organization’s purpose is clear and used as a filter for hiring

  • It is energizing to work here

0 1 2 3 4 2. Leaders are focused on making the most out of what the organization can be best in the world at.
  • Our strategic approach is grounded in our organizational DNA rather than on what we think we need.

  • Don’t get distracted by opportunities that would cause us to move outside of our greatness zone or away from long -term goals.

  • Spend energy looking for and creating opportunities to exploit our greatness not restructuring chronically.

0 1 2 3 4 3. People understand and respect how their part of the organization is connected to the organization as a whole.
  • Progress reports are always in the context of the whole system.

  • People are pushing in the same direction.

  • People are aware of which aspect of the organization is most limiting its success and do what they can, where they are to act accordingly.

0 1 2 3 4 4. We deal with reality as it is and with belief in our abilities to impact it.
  • There are often heated debates over “what is” that are resolved through logical means.

  • We don’t have the “whoever screams loudest wins” process here.

  • We are clear about the distinction between needed outcomes and tactics and don’t give up on outcomes.

0 1 2 3 4 5. There is little self-inflicted fire-fighting.
  • Important things get addressed before they become urgent.

  • People seek solutions that address core issues versus masking or bandaging problems.

  • When emergency situations arise, people take the time to address it completely.

0 1 2 3 4 6. People take full responsibility for their own attitudes.
  • There is very little finger-pointing or blaming.

  • People are choosing their attitudes wisely.

  • Clients or customers are satisfied with the manner in which complaints and issues are handled.

0 1 2 3 4 7. Personal development is at the core of building the business.
  • People are in roles that make the most of their unique strengths.

  • People aren’t promoted out of their area of excellence.

  • Performance review is mostly about strength building than about reviewing weaknesses.




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