Excellent Cultures Inc.

A Relentless Commitment to Excellence

Home
About
The Process
Resources
Contact
Account
- Log In

Business Culture MRI Assessment

Step 1 of 6

0%

Take this 7-minute assessment to measure where your business culture is now compared to your vision!

Great companies have winning innovative cultures. Winning innovative cultures are all about teams who are highly focused, agile, flexible and rapidly mobile. That’s what innovation is all about. This assessment or MRI will measure both your desired business culture (how you want it to be-BLUE) as well as your actual business culture (how it is now-GREEN). When you finish the 7-minute exercise, the assessment will benchmark your business, team or employee(s) against the world’s best from the Excellent Cultures 40+ year benchmark as well as against your own vision of the desired culture that you want to build.

You can also receive a detailed report that will identify specific improvement areas for focusing your efforts.

Instructions

ANSWER EACH OF THE 10 QUESTIONS TWICE: "Desired" for the culture you desire (BLUE) and "Actual" for your existing culture (GREEN). None of the answers will be exact so select the two answers that come closest to your “Desired” and “Actual” responses for each question.
YOUR ANSWERS ARE COMPLETELY ANONYMOUS.
Hidden
Select Survey Type*
- Individual
- Group
Hidden
Group Role*
- Staff Member
- Leader
Hidden
Group ID*

If you don't have a group ID, request one here
Hidden
Individual Group ID

Only enter an ID if you have been issued one.
Name*
Position (Default)*
Position (Absco1)*
Position (DH1)*
Position (RB-3)*
Position (NVNV1)*
Position (SGW1)*

ANSWER EACH OF THE 10 QUESTIONS TWICE: "Desired" for the culture you desire (BLUE) and "Actual" for your existing culture (GREEN). None of the answers will be exact so select the two answers that come closest to your “Desired” and “Actual” responses for each question.

Desired Culture

Actual Culture
Environment
1. How do your people view change and innovation?*
- We don't need new ideas, we just need to execute on the plans we have.
- Innovation is welcome from individuals, departments or leaders, but it generally stalls or dies in analysis mode. When you get right down to it, our people really don't like change.
- New ideas and directions usually come from our Senior Leadership Team; however, they don't seem to get implemented nearly as quickly or last as long as we'd like until we can get our people to truly own the new ideas.
- We have processes to assess new ideas from all levels in the organization and then implement the best ones.
- Change and innovation are what we are all about. They eagerly embrace the whole concept of new ideas, processes, systems, products and concepts and can hardly wait to implement them.
Desired: 1. How do your people view change and innovation?*
- We don't need new ideas, we just need to execute on the plans we have.
- Innovation is welcome from individuals, departments or leaders, but it generally stalls or dies in analysis mode. When you get right down to it, our people really don't like change.
- New ideas and directions usually come from our Senior Leadership Team; however, they don't seem to get implemented nearly as quickly or last as long as we'd like until we can get our people to truly own the new ideas.
- We have processes to assess new ideas from all levels in the organization and then implement the best ones.
- Change and innovation are what we are all about. They eagerly embrace the whole concept of new ideas, processes, systems, products and concepts and can hardly wait to implement them.
2. How do your people view accountability?*
- They have become very good at dodging bullets and skillfully find ways to fix blame on others so that they stay safe.
- They are very creative at avoiding anything that may have negative consequences attached to it but willingly take credit for successes.
- Accountability is fully accepted where there is a clear connection between actions and defined consequences but they'd rather avoid anything lacking total clarity.
- They are willing to volunteer and be held accountable for their areas of responsibility and those of their colleagues, taking full ownership of mistakes as well as successes.
- They are proactive about being held accountable for anything that influences the success of the team. They embrace accountability for both successes and mistakes as positive learning experiences, frequently asking leadership to hold them accountable for areas that impact overall success.
Desired: 2. How do your people view accountability?*
- They have become very good at dodging bullets and skillfully find ways to fix blame on others so that they stay safe.
- They are very creative at avoiding anything that may have negative consequences attached to it but willingly take credit for successes.
- Accountability is fully accepted where there is a clear connection between actions and defined consequences but they'd rather avoid anything lacking total clarity.
- They are willing to volunteer and be held accountable for their areas of responsibility and those of their colleagues, taking full ownership of mistakes as well as successes.
- They are proactive about being held accountable for anything that influences the success of the team. They embrace accountability for both successes and mistakes as positive learning experiences, frequently asking leadership to hold them accountable for areas that impact overall success.
3. How would most of the people in your organization characterize their own importance?*
- I keep my head down and do my job. I could leave today and no one would notice.
- My efforts put food on my table - I do my job well, but I'd rather be doing something that's a lot more fun.
- Overall we do okay and I think my contributions are a part of our success.
- This organization is better than most organizations. I know I have an impact because I am often recognized both formally and informally for my work.
- I give my best every day because I'm a valuable component of our team's success. The organization cares, listens and helps me improve. We actively celebrate both team and individual successes.
Desired: 3. How would most of the people in your organization characterize their own importance?*
- I keep my head down and do my job. I could leave today and no one would notice.
- My efforts put food on my table - I do my job well, but I'd rather be doing something that's a lot more fun.
- Overall we do okay and I think my contributions are a part of our success.
- This organization is better than most organizations. I know I have an impact because I am often recognized both formally and informally for my work.
- I give my best every day because I'm a valuable component of our team's success. The organization cares, listens and helps me improve. We actively celebrate both team and individual successes.

ANSWER EACH OF THE 10 QUESTIONS TWICE: "Desired" for the culture you desire (BLUE) and "Actual" for your existing culture (GREEN). None of the answers will be exact so select the two answers that come closest to your “Desired” and “Actual” responses for each question.

Desired Culture

Actual Culture
Leadership
4. How much time do business leaders spend reacting to problems or emergencies?*
- There are too many 'fire drills' that have a negative impact on our success.
- Enough that it sometimes interferes with our day-to-day business operations.
- Some - but that is appropriate for our type of business.
- Some - yet we try to learn from each situation and create meaningful change.
- We have few real emergencies. Our leaders and people are very proactive about addressing and solving potential issues before they become emergencies. Even when our systems do not identify issues that could cause "fire drills" our people do.
Desired: 4. How much time do business leaders spend reacting to problems or emergencies?*
- There are too many 'fire drills' that have a negative impact on our success.
- Enough that it sometimes interferes with our day-to-day business operations.
- Some - but that is appropriate for our type of business.
- Some - yet we try to learn from each situation and create meaningful change.
- We have few real emergencies. Our leaders and people are very proactive about addressing and solving potential issues before they become emergencies. Even when our systems do not identify issues that could cause "fire drills" our people do.
5. What is the leadership method most often used to create and measure efficiency and results?*
- Our business moves too fast for any real monitoring activity.
- Management by walking around, frequent ad hoc meetings, emails, reports and conference calls.
- Clearly defined roles and responsibilities with frequent written or verbal reports.
- We measure efficiency and results through continuous assessment and provide support through proactive mentoring or coaching.
- Roles and responsibilities are clearly defined and intentionally linked to company strategies. Risk taking is encouraged as leaders proactively coach/mentor individuals and teams to set their own job goals and be all that they can be.
Desired: 5. What is the leadership method most often used to create and measure efficiency and results?*
- Our business moves too fast for any real monitoring activity.
- Management by walking around, frequent ad hoc meetings, emails, reports and conference calls.
- Clearly defined roles and responsibilities with frequent written or verbal reports.
- We measure efficiency and results through continuous assessment and provide support through proactive mentoring or coaching.
- Roles and responsibilities are clearly defined and intentionally linked to company strategies. Risk taking is encouraged as leaders proactively coach/mentor individuals and teams to set their own job goals and be all that they can be.
6. How are leaders developed and chosen for your organization?*
- We have lots of managers but I'm not sure we have many real leaders.
- We generally hire our leaders from the outside.
- Senior leaders generally come from the outside but department managers and supervisors are typically hired from within the organization.
- We believe that company loyalty is important so most of our leaders are appointed from within the company.
- We invest in leadership at all levels. Employees are given the opportunity for training and coaching. Some of our leaders are from the outside but most come from within.
Desired: 6. How are leaders developed and chosen for your organization?*
- We have lots of managers but I'm not sure we have many real leaders.
- We generally hire our leaders from the outside.
- Senior leaders generally come from the outside but department managers and supervisors are typically hired from within the organization.
- We believe that company loyalty is important so most of our leaders are appointed from within the company.
- We invest in leadership at all levels. Employees are given the opportunity for training and coaching. Some of our leaders are from the outside but most come from within.

ANSWER EACH OF THE 10 QUESTIONS TWICE: "Desired" for the culture you desire (BLUE) and "Actual" for your existing culture (GREEN). None of the answers will be exact so select the two answers that come closest to your “Desired” and “Actual” responses for each question.

Desired Culture

Actual Culture
People
7. How do employees view their ability to do their jobs?*
- They are constantly overwhelmed and doing all that they can to get by.
- They basically know how to do their job but resist goal setting, cross training or learning how to do more.
- They accept job goals given by leadership reluctantly and pay lip service without taking any real ownership
- They set their own job goals at a level below the expectations of leadership and placate when asked to increase them.
- They believe that they have untapped potential to be and do more, have clearly defined and written job goals and are constantly embracing tools and processes to learn and improve.
Desired: 7. How do employees view their ability to do their jobs?*
- They are constantly overwhelmed and doing all that they can to get by.
- They basically know how to do their job but resist goal setting, cross training or learning how to do more.
- They accept job goals given by leadership reluctantly and pay lip service without taking any real ownership
- They set their own job goals at a level below the expectations of leadership and placate when asked to increase them.
- They believe that they have untapped potential to be and do more, have clearly defined and written job goals and are constantly embracing tools and processes to learn and improve.
8. How do employees relate to each other?*
- It's a very competitive environment. Individuals focus on individual results and performance and don't have much time for interaction with other employees.
- Employees work in fairly isolated teams with little awareness of surrounding groups.
- Employees informally reach out to colleagues in other departments on occasion when the nature of their work requires it.
- Inter department contact is encouraged but employee performance is only measured against individual and department objectives.
- Our Employees actively support each other across the organization. They care about each other as fellow human beings and frequently reach out to help one another even when there's no compensation attached.
Desired: 8. How do employees relate to each other?*
- It's a very competitive environment. Individuals focus on individual results and performance and don't have much time for interaction with other employees.
- Employees work in fairly isolated teams with little awareness of surrounding groups.
- Employees informally reach out to colleagues in other departments on occasion when the nature of their work requires it.
- Inter department contact is encouraged but employee performance is only measured against individual and department objectives.
- Our Employees actively support each other across the organization. They care about each other as fellow human beings and frequently reach out to help one another even when there's no compensation attached.
9. What would your employees say about internal competition?*
- We are under-resourced and over-matched so let's get whatever we can from whoever we can.
- Internal competition is a good thing for us. We enjoy it.
- We have some healthy internal competition often leading to innovative approaches to market opportunities.
- We have a healthy balance of internal and external competition.
- Our purpose as a team far exceeds the need for any internal competition so our competitive energies are focused on our goals and our true competitors.
Desired: 9. What would your employees say about internal competition?*
- We are under-resourced and over-matched so let's get whatever we can from whoever we can.
- Internal competition is a good thing for us. We enjoy it.
- We have some healthy internal competition often leading to innovative approaches to market opportunities.
- We have a healthy balance of internal and external competition.
- Our purpose as a team far exceeds the need for any internal competition so our competitive energies are focused on our goals and our true competitors.
10. What happens when mistakes are made or problems arise?*
- Mistakes and problems frequently go undetected until discovered later in the cycle.
- They are usually hidden from managers until a solution is found and implemented.
- When mistakes or problems are found there is a blow-up. The issue is resolved and we try to go back to business as usual, hoping it doesn't happen again.
- Mistakes and problems are a normal part of business. We quickly recognize them, create appropriate solutions and we move on.
- Our people see problems and mistakes as opportunities to improve. They are eager to find and discuss them and embrace the process to correct, solve and resolve them.
Desired: 10. What happens when mistakes are made or problems arise?*
- Mistakes and problems frequently go undetected until discovered later in the cycle.
- They are usually hidden from managers until a solution is found and implemented.
- When mistakes or problems are found there is a blow-up. The issue is resolved and we try to go back to business as usual, hoping it doesn't happen again.
- Mistakes and problems are a normal part of business. We quickly recognize them, create appropriate solutions and we move on.
- Our people see problems and mistakes as opportunities to improve. They are eager to find and discuss them and embrace the process to correct, solve and resolve them.

Name*
Email*
Hidden
Phone
Business or Organization*
Hidden
Position*
Position*
Number of Employees Supervised*

To complete the survey, please answer the Security Check and click Submit.
Security Check
Just to prove you're human and not a robot, please solve the math problem below with the correct answer (e.g. 2+1 = 3. You would enter the number 3)
Comments
This field is for validation purposes and should be left unchanged.

Copyright 2023 Excellent Cultures, Inc.

FIND OUT MORE! Call for a consultation 866.644.7359

About

Our Story
Team Members
Client Stories

The Process

4 Simple Steps
Solutions
Corporate Values

Resources

Workshops and Events
Excellent Leaders Executive Coaching
Diversity
Culture Blog
Leadership Podcasts
Business Culture MRI Assessment
Measurable Behaviors Scorecard

Contact

Toll Free (866) 644-7359
Fax (866) 644-9115

Contact Us by Email
Privacy Policy

Search Website

Dallas
5900 South Lake Forest Dr, Suite 300
McKinney, TX 75070

Facebook
Twitter
LinkedIn
Youtube
iTunes

Excellent Cultures

Copyright © 2014-2023 Excellent Cultures Inc. · All rights reserved · Website Design by All Pro Webworks, LLC.