Lucidworks Leadership Off-site Survey Lucidworks 2019 Leadership Meeting Survey In preparation for our time together on November 13th & 14th, 2019, please complete the questionnaire below. Please submit all entries by Wednesday November 6th. Your individual responses and identity will be held in confidence by the Oncourse Facilitators. Only aggregated results will be shared with Lucidworks. * Indicates REQUIRED field. Your Name:*Your Org:*Title/Position:*Number of Direct Reports:*Culture of Psychological Safety. "At this company......I feel comfortable asking for help."*Strongly AgreeAgreeDisagreeStrongly Disagree...I feel that someone would never deliberately undermine my efforts."*Strongly AgreeAgreeDisagreeStrongly Disagree...I have never felt rejected for being or feeling different."*Strongly AgreeAgreeDisagreeStrongly Disagree...I feel that my skills and talents are being fully utilized and valued."*Strongly AgreeAgreeDisagreeStrongly DisagreeI believe I consistently uphold these Core Values:Honor People*Strongly AgreeAgreeDisagreeStrongly DisagreeBreak The Bottle*Strongly AgreeAgreeDisagreeStrongly DisagreeAlign & Commit (to both my vertical and lateral teams)*Strongly AgreeAgreeDisagreeStrongly DisagreeBe Curious (Ask Better Questions)*Strongly AgreeAgreeDisagreeStrongly DisagreeEnjoy This*Strongly AgreeAgreeDisagreeStrongly DisagreeTeam DynamicsI feel like I know the people I work closest with (i.e. understanding their background, differences, stories, personalities, professional priorities, and personal ambitions).*Strongly AgreeAgreeDisagreeStrongly DisagreeAfter achieving aggressive goals, we take the time to celebrate and recognize individual/group efforts.*Strongly AgreeAgreeDisagreeStrongly DisagreeAt this company, I believe we engage in “radical candor.” We speak openly, provide feedback, push-back, or hold each other accountable in a safe and effective way.*Strongly AgreeAgreeDisagreeStrongly DisagreeI am clear on my (or my team’s) top priorities and how it contributes to the company’s priorities.*Strongly AgreeAgreeDisagreeStrongly DisagreeThere are clearly defined expectations for leadership behavior at this company. I can recite these to others.*Strongly AgreeAgreeDisagreeStrongly DisagreeAcross the leadership team I believe roles, responsibilities, lines of communication and decision rights are clear.*Strongly AgreeAgreeDisagreeStrongly DisagreeWhen someone commits to a goal or deliverable at this company, I can rely on it being accomplished.*Strongly AgreeAgreeDisagreeStrongly DisagreeWhen setting go forward expectations, I take the time to ensure all parties are clear on WHO is to complete WHAT task and by WHEN.*Strongly AgreeAgreeDisagreeStrongly DisagreeMy team meetings have a consistent agenda and a regular cadence (same day and time).*Strongly AgreeAgreeDisagreeStrongly DisagreeMy team meetings are highly valuable, they are more focused on collaboration than reporting, stay on track and end with clear action steps.*Strongly AgreeAgreeDisagreeStrongly DisagreeIn the meetings I attend or run, we collaborate and debate in a healthy and effective way without devolving into drama.*Strongly AgreeAgreeDisagreeStrongly DisagreeI feel confident in my ability to coach, encourage, and empower others well.*Strongly AgreeAgreeDisagreeStrongly DisagreeIf you have answered "Strongly Disagree" or "Disagree" to any of the statements in this section, please explain below:Surfacing “Below the Line Behaviors” At WorkA key facet of becoming an effective leader is being able to shift out of behaviors that inhibit collaboration and execution when they arise. The first step in this learning process is to identify these counterproductive tendencies. The purpose of this part of the survey is to do just that. Our intention is not to point out who is good/bad or skilled/not skilled. We are all human and all exhibit these type of behaviors at some point. In the spirit of learning and growth, please complete the following as honestly and authentically as possible:I find excuses or justification for mistakes.*Almost NeverSometimesOftenAlmost AlwaysI look for someone or something to blame.*Almost NeverSometimesOftenAlmost AlwaysI avoid taking on difficult tasks.*Almost NeverSometimesOftenAlmost AlwaysI resign to the will of others: “Tell me what you want me to do.”*Almost NeverSometimesOftenAlmost AlwaysFeeling under-appreciated.*Almost NeverSometimesOftenAlmost AlwaysI complain about insufficient resources or a lack of support.*Almost NeverSometimesOftenAlmost AlwaysI get defensive when offered feedback.*Almost NeverSometimesOftenAlmost AlwaysI focus on “what’s wrong” instead of offering possible solutions.*Almost NeverSometimesOftenAlmost AlwaysI am more likely to point out flaws than abilities in others.*Almost NeverSometimesOftenAlmost AlwaysI come across as guarded or defensive.*Almost NeverSometimesOftenAlmost AlwaysI express disapproval by either withdrawing (passive behavior) or attacking (aggressive behavior).*Almost NeverSometimesOftenAlmost AlwaysI refuse to change after developing a position or viewpoint.*Almost NeverSometimesOftenAlmost AlwaysI manipulate or outwit others for personal gain.*Almost NeverSometimesOftenAlmost AlwaysI derail discussions with judgments or negativity.*Almost NeverSometimesOftenAlmost AlwaysI shift conversations into debates.*Almost NeverSometimesOftenAlmost AlwaysI give up on the entire situation: “This is hopeless” or “Why bother?”*Almost NeverSometimesOftenAlmost AlwaysI criticize others’ actions or decisions.*Almost NeverSometimesOftenAlmost AlwaysI give directives to others without the authority to do so.*Almost NeverSometimesOftenAlmost AlwaysI set unreasonable expectations.*Almost NeverSometimesOftenAlmost AlwaysI place productivity, efficiency, and action above relationships.*Almost NeverSometimesOftenAlmost AlwaysI work self and others to the point of burnout.*Almost NeverSometimesOftenAlmost AlwaysI express disagreement with anger or annoyance.*Almost NeverSometimesOftenAlmost AlwaysI ignore or challenge requests or assignments from authority figures.*Almost NeverSometimesOftenAlmost AlwaysI micromanage.*Almost NeverSometimesOftenAlmost AlwaysI am overly accommodating toward others.*Almost NeverSometimesOftenAlmost AlwaysI sacrifice personal well-being to gain others’ approval.*Almost NeverSometimesOftenAlmost AlwaysI avoid the direct conversations required to address conflict.*Almost NeverSometimesOftenAlmost AlwaysI struggle to say “no” to others’ requests.*Almost NeverSometimesOftenAlmost AlwaysI miss deadlines or under-deliver because there is so much to do.*Almost NeverSometimesOftenAlmost AlwaysI feel responsible for diffusing tension and keeping everyone happy.*Almost NeverSometimesOftenAlmost AlwaysI cover up for others, enabling their “bad” behavior.*Almost NeverSometimesOftenAlmost AlwaysI hesitate to impose consequences on broken agreements.*Almost NeverSometimesOftenAlmost AlwaysI struggle to stay in my highest and best use at work.*Almost NeverSometimesOftenAlmost AlwaysReflecting on the behaviors above, what would you most want to work on as you continue to develop as a leader?*OverviewAs you complete this survey, what is coming up for you? Please share any important takeaways.*What do you want from our time together? What will make this retreat a success for you?*Anything else you'd like to mention?Confidential Email Address:*A copy of your submitted survey will be sent to you at the email address you provide in the following field. Please print out and bring to the offsite. This iframe contains the logic required to handle Ajax powered Gravity Forms.
