This is an example of what a team health dashboard might look like. It focuses on leading indicators that this team determined were key to their ability to perform well.

1. 1
5
4.5
4
3.5
3
2.5
2
1.5
1
.5
trust
connectedness
partnership
process/structure
camaraderie
work/lifebalance
personalgrowth
selfawareness
alignment
open/candidness
communication
loyalty
transparency
Team Health Survey - Q1 2014
June 2013* August 2013* December 2013 Q1 2014
* focus group only
1 2 3 4 5
Trust
Q1
2014
11.76%
(2)
17.65%
(3)
17.65%
(3)
29.41%
(5)
23.53%
(4)
Q4
2013
0%
(0)
5.88%
(1)
23.53%
(4)
64.71%
(11)
5.88%
(1)
Connectedness
Q1
2014
11.76%
(2)
47.06%
(8)
17.65%
(3)
23.53%
(4)
0%
(0)
Q4
2013
0%
(0)
23.53%
(4)
41.18%
(7)
35.29%
(6)
0%
(0)
Partnering
Q1
2014
5.88%
(1)
5.88%
(1)
47.06%
(8)
17.65%
(3)
23.53%
(4)
Q4
2013
0%
(0)
0%
(0)
47.06%
(8)
41.18%
(7)
11.76%
(2)
Process/
Structure
Q1
2014
0%
(0)
35.29%
(6)
47.06%
(8)
11.76%
(2)
5.88%
(1)
Q4
2013
0%
(0)
17.65%
(3)
70.59%
(12)
11.76%
(2)
0%
(0)
Camaraderie
Q1
2014
0%
(0)
11.26%
(2)
17.65%
(3)
52.94%
(9)
17.65%
(3)
Q4
2013
0%
(0)
0%
(0)
17.65%
(3)
70.59%
(12)
11.76%
(2)
1 2 3 4 5
Work/life
balance
Q1
2014
0%
(0)
0%
(0)
41.81%
(7)
52.94%
(9)
5.88%
(1)
Q4
2013
0%
(0)
11.76%
(2)
17.65%
(3)
52.94%
(9)
17.65%
(3)
Personal
growth
Q1
2014
23.53%
(4)
17.65%
(3)
5.88%
(1)
47.06%
(8)
5.88%
(1)
Q4
2013
5.88%
(1)
5.88%
(1)
58.82%
(10)
29.41%
(5)
0%
(0)
Self awareness
Q1
2014
0%
(0)
0%
(0)
47.06%
(8)
47.06%
(8)
5.88%
(1)
Q4
2013
0%
(0)
5.88%
(1)
41.18%
(7)
52.94%
(9)
0%
(0)
Alignment
Q1
2014
11.76%
(2)
41.18%
(7)
23.53%
(4)
23.53%
(4)
0%
(0)
Q4
2013
0%
(0)
23.53%
(4)
58.82%
(10)
17.65%
(3)
0%
(0)
Open/
candidness
Q1
2014
5.88%
(1)
17.65%
(3)
5.88%
(1)
47.06%
(8)
23.53%
(4)
Q4
2013
0%
(0)
5.88%
(1)
29.41%
(5)
58.82%
(10)
5.88%
(1)
1 2 3 4 5
Communication
Q1
2014
5.88%
(1)
29.41%
(5)
35.29%
(6)
29.41%
(5)
0%
(0)
Q4
2013
0%
(0)
17.65%
(3)
47.06%
(8)
35.29%
(6)
0%
(0)
Loyalty
Q1
2014
11.76%
(2)
0%
(0)
29.41%
(5)
41.18%
(7)
17.65%
(3)
Q4
2013
0%
(0)
5.88%
(1)
11.76%
(2)
47.06%
(8)
35.29%
(6)
Transparency
Q1
2014
17.65%
(3)
35.29%
(6)
11.76%
(2)
29.41%
(5)
5.88%
(1)
Q4
2013
5.88%
(1)
5.88%
(1)
23.53%
(4)
58.85%
(10)
5.88%
(1)
AVERAGES
BREAKDOWNS

2. 2
1. From the last six months, our average score for
CONNECTEDNESS is a 2.3. What does connectedness look like
to you? What does it not look like?
• Looks like: An understanding of the goals and actions of the various groups within the
CC. Doesn’t look like: A lot of separate email blasts that don’t address the goals and
actions. I’d like to understand what people are doing.
• Connectedness is feeling in the know and I don’t get the sense everyone is feeling that.
It’s having a good sense for what others are doing and why they’re doing it. It’s keeping
up with current group thinking and priorities. I get the sense sometimes that we are not
all connected to the same group thinking and priorities. Connectedness is knowing how
your own work / priorities / goals connect to the work / priorities / goals of others.
• connectedness means that everyone knows what everyone else is doing and we
are minimizing overlap, rework, and conflicts while maximizing coordinated and
collaborative effort.
• understanding what others are working on and being engaged for input as a coure of
business not accidental; it does not look like operating in silos within the CC
• I think the key metric for connectedness is alignment. If we are well connected we
should be well aligned for our short/long term goals and the path forward.
• Simply people responding to Kacie’s request for people to take the survey. Like Nancy’s
little anecdotal “i was first” email, it’s a feeling of “we’re all on the same team within
the team.” Unfortunately, I’ll be honest, connectedness to me doesn’t look like 360
discussion boards. Less formal interactions is what it does look like.
• The ability to feel part of the overall “web” of people and information. being lost is the
other side
• looks like more time together on things that matter...monday calls are step in that
direction but we dont even have all players on call..including MK..seems disjointed as
result
• I believe it is a combination of camaraderie,communication, alignment, and personal
growth.
• Connectedness looks like team alignment in our small groups. Making sure that inter-
department challenges are addressed early on. Finding mentors for junior teammates
and growing/involving others. When I feel disconnected is when my tasks don’t align
with other teammates deliverables so it can be mutually when most of what you are
doing does not seem to fit with what others are doing. I suggest remove the things that
I’m doing that don’t bring value, and transition to areas that will benefit the department
(CC) as a whole. I think since this is a low score, we should examine the StrengthsFinder
definition of CONNECTEDNESS and be intentional to align to that description.. That
might help?
• When things are happening, the peopel doing the work are connected and on the same
page. There is no layer of “translation” that has to occur by a middle man between
people steering the ship and people working the engine. When not working together,
the is a strong sense of how different parts of the ship are operating.
• A regular touchpoint w folks
• Seeking and considering the valuable insights from other members of the team - not
operating in a bubble or ignoring recommendations.
• Looks like: Everyone being in the know of what is happening and everyone taking
the time to update people - closing the loop. Does not look like: unclear of what is
happening and who is doing what. We have people on our team who unintentionally
break connectedness by switching direction or having sub-conversations.
• Looks like - understanding the intersections of what I do and other do and how we
impact each other, knowing that people know when to get me involved with their work
and when not to. Trust the area expert to deliver in their expertise & let them be an
expert. Doesn’t look like - having everyone involved in everything.
• In the context of how we work as a team I think we’re pretty well connected. We’re
able to communicated well, I see what people are doing through 360 and know that I
can reach out to others when I need to. But true connectedness is simply impossible
with our team spread out the way it is. It’s something that is an opportunity cost to
being part of this team that in my opinion is worth it. I lik the work I’m doing and
feel I’m part of something that has a real impact on the company. I’m able to find the
connectedness I need with those in the office I work in and that works well for me.
• Alignment with realistic goals and also how to accomplish the goals (including
philosophy)
• part of my lack of feeling connected is partially my fault as I sometimes can’t make
the calls, so then I feel like I don’t know what’s going on in the group. However, on a
particular item, it’s very difficult to get mark to return calls and emails. I’m not the only
one this happens to as I hear it across the group.
KEY THEMES:
- Knowing / understanding what others are doing and why
- Alignment
- Feeling “in the know” and part of the team
- Consistent communication
- Having the same goals
- _________________________
ACTION TO TAKE:
2. From the last six months, our average score for PROCESS /
STRUCTURE is a 2.3. What does process / structure look like to
you? What does it not look like?
• Looks like: a map detailing who reports to whom. Clear definition of the accountability
and how each group accomplishes tasks. Doesn’t look like: I think this is pretty well
defined for the R&D group. I’m not sure what it looks like for everyone else.
• A big piece of the process / structure is the BB Way closed loop learning. It’s
undoubtedly a challenging piece of process / structure to sort out. I believe we could
be doing a better job at clearly communicating where we are with rolling out the BB
Way and beginning to employ it. Also, I think we could do a better job when rolling out
process guides and diagrams, like the BB Way, of clearly communicating whether they
are being publicized as draft or publicized to begin following.
• PRocess/structure means that we have a clear process and we are following it.
• identification of who is working on what topics, roles and responsiblities;
• Having Process/Structure looks like leadership/command structure for topics and
the steering of the CC as a whole. Not having conditions of satisfaction, decisions
by multiple committees or having refined capabilities sitting stagnant detracts from
PROCESS/STRUCTURE.
• This is almost a catch 22 for me. I feel like the more flexible we are and less structured/
process driven to our internal clients (project teams, preconstruction), the better. They
don’t want to have to go through a prescriptive path to work with us. If we’re branding
ourselves and being advocates for the CC as a resource for project teams, then they’ll
come to us.
• We over-evaluate and over-process simple tasks. You can’t explain everything in a
complicated nested circle chart. We drown in buzz-words.
• looks like clearly defining how we (CC) specifically connect to regions/divisions in terms
of who and when...and vica versa.
• I don’t understand what some of the team members are doing. It seems like a few roles
are very loosely defined and unknown to the rest of the group, let alone the rest of the
business. Our group was supposed to pave the way and show our company how the
hierarchical “old school” organizational structure does not create the most efficient
teams. It seems we have fallen right into the old way of structure a team, division, etc.
• I feel as though I’m not knowledgeable on how some processes and structure should
look like. Some teammates have a strong history working with each other, so they speak
the same language and I lack this awareness.
• Groups that have purview over certain tasks know they have the ability to make
decisions without seeking higher authority one the goal has been set. Communication
happens in a way that does not leave room for loss of clarity - i.e. when a manager has
to translate a discussion to a direct report, when the discussion would have been better
to have directly with the person it was intended. The process/structure remains stable
for more than 3 months.
• Understanding status and how progress happens
• I’ve seen some real positive movement towards process and structure over the last six
months - its key for us all to move forward together

3. 3
• Looks like: knowing step by step what to do and expect. Does not look like: adjusting
the process as we go along to accomodate people unneccessarily.
• Looks like: we all know who we work for? who do we deliver for, who benefits, and
what are we trying to deliver Doesn’t look like: working for the leadership, there is
structure but the end goal doesn’t accomplish anything meaningful.
• I think the structure is pretty easy to understand, the org chart helps a lot.
• Common agenda topics that keep everyone up to date on common goals
• Not sure
KEY THEMES:
- Clarity on tasks, responsibilities and decision makers (hierarchy)
- Who is doing what and what are the next steps
- Consistent connectedness
- Accountability and expectations
- Talking to the right people about the right stuff
- _________________________
ACTION TO TAKE:
3. From the last six months, our average score for PERSONAL
GROWTH is a 2.5. What does personal growth look like to you?
What does it not look like?
• Looks like: Definition of what is required for advancement as well as what roles are
available. Doesn’t look like: What we have now.
• A lot of new and unprecidented roles. While career progression might not be clear, I
think personal growth opportunities are still strong.
• Personal growth means that each of us is doing things that we are passionate about
and not spending a lot of effort doing things that are draining. personal growth for me is
learning and developing products for the business. It is NOT repeated discussions about
things that I thought were settled or worrying about other people’s egos.
• identification of value added to business and understanding of career potential
• Personal growth looks like either the enhancement of a skill set or the accrual of
new skill sets. These skill sets ideally fit into the long term vision/needs of BBC as
a business. Unclear future / path upward within the organization can detract from
PERSONAL GROWTH.
• Recommended reading is great for personal growth. I also thing that self-assessments,
awareness opportunities provide an avenue for personal growth.
• Knowing what is required for advancement. It is not “you’re doing a good job, keep it
up”
• it looks like knowing how our personal contributions are adding value including vision,
purpose and creed impact - and knowing how those contributions will impact personal
options going forward
• It IS understanding what it takes to get a promotion/raise. “What do I need to do,
complete, accomplish, in order to move up, get a raise, etc?”
• I would LOVE a mentor (or two). To grow me in the areas that matter the most to the
success of my team.
• Knowing that there is an opportunity to attain, and what is clearly required to get there.
If no opportunity is presently or will become available, that is also communicated
clearly. An individuals career and plans for that person are discussed with THAT person,
not just between a small group.
• an exciting path forward
• Growth to me includes resources and a progressive path with forward movement within
24 months. For this team, I think it is essential to consider the weight of titles when we
work in a company with rigid definitions and expectations.
• Looks like: Having a clear career path, succession planning. Does not look like: Make it
up as you go along to fit a current need.
• Looks like: career advancement opportunities, match of skills, position & pay Does not
look like: continuous growth & challenges with no tangible reward or goal in mind.
• Part of why I give it a 3 is because roles/titles and a career path isn’t really laid out for
CC people. I feel like my manager has my best intrest in mind and I see and feel myself
growing, but there isn’t a clear direction and path. I think it’s another opportunity cost
that is worth it to me.
• Ability to grow by having new opportunities for corporate growth as well as personal
growth
• The ability to chart my own course.
KEY THEMES:
- Knowing advancement opportunities and requirements (titles)
- Passion and excitement
- Learning, developing, growing, mentoring skillsets
- Succession planning
- _________________________
ACTION TO TAKE:
4. Think about our team health and time spent since the CC
team meeting in December. What are the PLUSES of our current
team health?
• This survey is a plus. We need to be held accountable for doing things like this. (A little
hypocritical coming from me as I’m late on submitting this)
• I think the Q1 scalable six capabilities initiative is great and much needed to help learn
what it takes to navigate through the embedment process.
• this survey is good. the weekly update calls are good. However, I’m not sure how
we have tried to improve team health since our last meeting. I don’t remember any
actionable things related to TH.
• alignment on CC priorities for 2014, understanding of strengths of individuals
• Though somewhat numerous, weekly touch points have been great to stay aligned and
help with team health. I also think the amount of projects we have been collaborating
on as a team has been good.
• I’m sorry I wasn’t able to attend in December, so I don’t feel right commenting.
• The fact that we recognize it is important is the largest plus.
• Pluses: Great camraderie, trust and unity
• Kacie is doing great.
• Intelligence, stamina, creativity, forward thinkers, personable,

4. 4
• 360 call, regular CC meetings, clear message about Q1 and the intended capabilities to
be released for embedment.
• Pretty good. Always many moving parts which keep us on our toes
• I’m not sure the team has improved - but small groups within the larger team seem to
be strengthening (not necessarily out of positive encouragement)
• The do-ers of our team (capability teams) are organized and accomplishing tasks. We
are asking the right questions to gain clarity and simplify things. We stand for what we
think is right versus being pushed or swayed unneccessarily.
• We have tangible list of capabilities to deliver. Closer alignment with regions and
understanding the dynamics between CC and regions.
• It was great that we were able to get to know the local office, but it would have also
been good to have a social outing for just the CC team. I definitely feel more connected
to the group since the meeting though. The calls are a good way of touching base, hear
from our leaders etc.
• I think everyone has a sincere desire to deliver value to the company
• This group wants to be successful and the majority of people in it are self starters and
can work on their own.
KEY PLUSES:
- Recognizing team health is important
- Our team wants to provide value to the business
- Q1 teams appreciate focus
- Weekly calls
- Actions needed
- _________________________
ACTION TO TAKE:
5.Think about our team health and time spent since the CC team
meeting in December. What are the DELTAS of our team health?
• I don’t see that we’ve made changes (improvement or otherwise) on the items noted
above.
• I think we need to be doing a better job of transparency, connectedness, and alignment
- basically those attributes that enable the entire team to be thinking, feeling, and
acting in sync.
• it’s been relatively free of repeated discussion, but that may also be because I’m just
not being included in them (which is probably fine).
• I still don’t think we are able to have frank and honest debate and reach conclusion on
path forward that all will support, even if not all agree.
• Conference calls are still a rough way to meet with people and it isn’t ideal. Perhaps we
should explore utilizing the webcam functionality for GoToMeeting, it might help bridge
the gap.
• I’m sorry I wasn’t able to attend in December, so I don’t feel right commenting.
• None
• Deltas: lack of alingment, milestones, accountability and sharing of same with team.
• too much tension - for too long, we don’t seem to celebrate our successes enough, I
sense everyone is running on fumes sometimes, no break between deliverables (mostly
my teammates), where are the happy faces?
• Constant change. Lack of transparancy from leadership. Not knowing what others are
working on. Poor communication to right people that need information.
• One on one time spent to deepen relationships
• Some of the direction has been questionable - especially with inconsistent day-to-day
leadership.
• We continually talk about what we’re going to do but never have the time to actually
do it. I feel like we are managing upward to leadership again - instead of managing
downward. We should be supporting our teams - not telling them what to do. Not all
leadership roles are well defined.
• There has been a substantial increase in tensions, heated discussions, lack of
partnership, increased confusion, venting, disrespect and general frustrations. Very
concerning and getting worse. Seems like leadership/direction of CC is shifting and
that’s causing a lot of angst and group culture change. We’re working for the leadership
again not for the employees of this company. What are we delivering? where is the
focus? something an executive can read or a capability that a PM can implement on his
project and save money? Lack of trust in experts in specific areas.
• Would be fun to have a virtual activity just for fun, not something realate to having to
promote 360 or anything else, just to build up the team and have some fun.
• The feeling that different groups have different ways to bring value and some
communication breakdown about what the differences are and whether these
differences create waste or confusion
• Team health is important. But I’d like to see progress reports on what the different
groups are doing, the progress they’re making.
KEY DELTAS
- No obvious progress on team health
- Confusion / inconsistency in leadership
- Lack of transparency / trust / alignment / success celebration
- Frequency of tension and frustration
- Difficulty making decisions
- _________________________
ACTION TO TAKE: