Credibility Culture Assessment Step 1 of 5 0% Take this 7-minute assessment to measure where your credibility culture is now compared to your vision! The primary ingredient of every successful company is credibility. Great leaders live credibly out loud and bring out the credibility of those around them. Winning credible cultures are all about teams who form a community to do the right thing for all stakeholders. They are flexible, inquisitive, memorable, vulnerably authentic, demonstrate integrity, and are there to serve. That’s what credible communities are all about. This assessment or MRI will measure both your desired credibility culture (how you want it to be-BLUE) as well as your actual credibility culture (how it is now-GREEN). When you finish the 7-minute exercise, the assessment will give you an idea of where you sit today vs. what’s possible. 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.HiddenSelect Survey Type* Individual Group HiddenGroup Role* Staff Member Leader HiddenGroup ID* If you don't have a group ID, request one hereHiddenIndividual Group ID Only enter an ID if you have been issued one.Name* Position (Default)*Select PositionOwner / PartnerExecutiveMiddle ManagerSupervisorEmployeeAssociateContractor / SupplierPosition (Absco1)*Select PositionEmployeeManagerPosition (DH1)*Select PositionAccountingRetailAdministrationCustomerPosition (RB-3)*Select PositionNicholasRussBrianPosition (NVNV1)*Select PositionNorthEastSouthWestHerePosition (SGW1)*Select PositionDirector 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 Being Trustworthy1. Do they bring their authentic self to every situation?* It appears that they go out of their way to make sure that nobody knows who they really are. It appears that they go out of their way to show a version of themself that they think other people will want to see. It appears that they want to show others who they really are, but appear to feel scared that if they do, it will cause trouble for themself and others. It appears that they’re authentic with boundaries. It all depends on whom they’re talking with because they don’t want to get off on the wrong foot. It appears that they go out of their way to always show their true self, regardless of the situation. Desired: 1. Do they bring their authentic self to every situation?* It appears that they go out of their way to make sure that nobody knows who they really are. It appears that they go out of their way to show a version of themself that they think other people will want to see. It appears that they want to show others who they really are, but appear to feel scared that if they do, it will cause trouble for themself and others. It appears that they’re authentic with boundaries. It all depends on whom they’re talking with because they don’t want to get off on the wrong foot. It appears that they go out of their way to always show their true self, regardless of the situation. 2. What does their external integrity look like?* When they make a promise, they never deliver because it feels like they believe that the other person will never remember what they said. When they make a promise, it appears that they only deliver if there’s something in it for them. If not, they typically don’t deliver. When they make a promise, it appears that they don’t have strong feelings about whether they can deliver or not. When they make a promise, it appears that they do their best to deliver because they really meant what they said when they said it. When they make a promise, they always deliver, and in the occasional case that they can’t, they let the person know what’s going on and how they might be able to fix it. Desired: 2. What does their external integrity look like?* When they make a promise, they never deliver because it feels like they believe that the other person will never remember what they said. When they make a promise, it appears that they only deliver if there’s something in it for them. If not, they typically don’t deliver. When they make a promise, it appears that they don’t have strong feelings about whether they can deliver or not. When they make a promise, it appears that they do their best to deliver because they really meant what they said when they said it. When they make a promise, they always deliver, and in the occasional case that they can’t, they let the person know what’s going on and how they might be able to fix it. 3. Do they publicly demonstrate vulnerability?* They are not vulnerable because it appears like they feel that it is a weakness to show vulnerability in public. They’re always right, anyway. They don’t need to be vulnerable because it appears like they know their weaknesses more than others do. They don’t need others to tell them about their shortcomings. They are vulnerable because they allow others to tell them when they make a mistake, and they typically find the person who made the mistake with them. They are vulnerable and they’re open to receiving feedback on their shortcomings. They are vulnerable, admit when they make mistakes, and learn from them. Desired: 3. Do they publicly demonstrate vulnerability?* They are not vulnerable because it appears like they feel that it is a weakness to show vulnerability in public. They’re always right, anyway. They don’t need to be vulnerable because it appears like they know their weaknesses more than others do. They don’t need others to tell them about their shortcomings. They are vulnerable because they allow others to tell them when they make a mistake, and they typically find the person who made the mistake with them. They are vulnerable and they’re open to receiving feedback on their shortcomings. They are vulnerable, admit when they make mistakes, and learn from them. 4. How do they respond when someone else offers them coaching?* They are not coachable because they appear to know more than most people around them. They appear to be pretty good at what they know and typically don’t need coaching. They appear to be fairly happy with what they know and not excited about learning new things. They like learning but appear to not go out of their way to get coached on something new. They’re always looking for opportunities to learn from others. Desired: 4. How do they respond when someone else offers them coaching?* They are not coachable because they appear to know more than most people around them. They appear to be pretty good at what they know and typically don’t need coaching. They appear to be fairly happy with what they know and not excited about learning new things. They like learning but appear to not go out of their way to get coached on something new. They’re always looking for opportunities to learn from others. 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 Being Known5. Is a desire to serve others demonstrated?* There appears to be no desire to serve others because they appear to be only concerned about themselves. The capacity to help others seems to exist, but it’s apparent that they prefer not to. They appear to have the attitude that most people don’t need help so they don’t offer. When asked, they are willing to lend a hand to help others. They have a passionate desire to proactively be of service to others without expecting anything in return. Desired: 5. Is a desire to serve others demonstrated?* There appears to be no desire to serve others because they appear to be only concerned about themselves. The capacity to help others seems to exist, but it’s apparent that they prefer not to. They appear to have the attitude that most people don’t need help so they don’t offer. When asked, they are willing to lend a hand to help others. They have a passionate desire to proactively be of service to others without expecting anything in return. 6. How would you evaluate their intent when interacting with others?* Before meeting with another person, they think about how they can sway the conversation to their own benefit. Before meeting with another person, they think about various ways that the conversation can go wrong. Before meeting with another person, they don’t think about the other person’s needs. Before meeting with another person, they think about what both parties care about. Before meeting with another person, they think about how they can help the other person be successful. Desired: 6. How would you evaluate their intent when interacting with others?* Before meeting with another person, they think about how they can sway the conversation to their own benefit. Before meeting with another person, they think about various ways that the conversation can go wrong. Before meeting with another person, they don’t think about the other person’s needs. Before meeting with another person, they think about what both parties care about. Before meeting with another person, they think about how they can help the other person be successful. 7. Deep down, do they have the commitment to do the right thing?* When engaging with others, they appear to be committed to helping the other person fail. When engaging with others, they appear to take pleasure in watching the other person stumble. When engaging with others, they appear to have a philosophy that sometimes things work out and sometimes they don’t. When engaging with others, they do their best to help the other person succeed with the time they have available. When engaging with others, they are always there to the end to help the other person succeed. Desired: 7. Deep down, do they have the commitment to do the right thing?* When engaging with others, they appear to be committed to helping the other person fail. When engaging with others, they appear to take pleasure in watching the other person stumble. When engaging with others, they appear to have a philosophy that sometimes things work out and sometimes they don’t. When engaging with others, they do their best to help the other person succeed with the time they have available. When engaging with others, they are always there to the end to help the other person succeed. 8. What does their internal integrity look like?* They don’t appear to live by a core set of values. In situations that put them at a disadvantage, they find themselves becoming someone they are not. Sometimes, they appear to feel unsure about what kind of person they want to be. To stay true to their values, they put the effort into building and developing good daily habits. They stay true to their values and to who they are whether someone’s looking or not. Desired: 8. What does their internal integrity look like?* They don’t appear to live by a core set of values. In situations that put them at a disadvantage, they find themselves becoming someone they are not. Sometimes, they appear to feel unsure about what kind of person they want to be. To stay true to their values, they put the effort into building and developing good daily habits. They stay true to their values and to who they are whether someone’s looking or not. 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 Being Likeable9. How do they feel about sharing other people’s work with their audience?* When they’re communicating with their audience, they only talk about themself. They can’t imagine why they would bring up somebody else. When they’re communicating with their audience, they share other people’s stuff but mostly their blunders and mistakes to make themselves look good. When they’re communicating with their audience, they don’t particularly like putting themself or others in the spotlight. When they’re communicating with their audience, they share other people’s work because the other person deserves it. When they’re communicating with their audience, they share other people's work because it will be beneficial for both their audience and the person they’re sharing. Desired: 9. How do they feel about sharing other people’s work with their audience?* When they’re communicating with their audience, they only talk about themself. They can’t imagine why they would bring up somebody else. When they’re communicating with their audience, they share other people’s stuff but mostly their blunders and mistakes to make themselves look good. When they’re communicating with their audience, they don’t particularly like putting themself or others in the spotlight. When they’re communicating with their audience, they share other people’s work because the other person deserves it. When they’re communicating with their audience, they share other people's work because it will be beneficial for both their audience and the person they’re sharing. 10. Do they prepare ahead of time for meetings?* Before meeting with somebody else, they don’t do any preparation. Before meeting with somebody else, they rarely do any preparation because it feels like they believe that it won’t make the meeting more effective. Before meeting with somebody else, they do a little preparation because they’d like the meeting to go well. Before meeting with somebody else, it appears that they prepare adequately so they can have a good meeting. Before meeting with somebody else, they make the effort to ensure that the meeting is as efficient as possible by doing the research and being prepared. Desired: 10. Do they prepare ahead of time for meetings?* Before meeting with somebody else, they don’t do any preparation. Before meeting with somebody else, they rarely do any preparation because it feels like they believe that it won’t make the meeting more effective. Before meeting with somebody else, they do a little preparation because they’d like the meeting to go well. Before meeting with somebody else, it appears that they prepare adequately so they can have a good meeting. Before meeting with somebody else, they make the effort to ensure that the meeting is as efficient as possible by doing the research and being prepared. Name* Email* HiddenPhoneBusiness or Organization* HiddenPosition*Select PositionExecutiveMiddle ManagerSupervisorEmployeeAssociatePosition* Number of Employees Supervised*Security CheckJust 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)NameThis field is for validation purposes and should be left unchanged. Copyright 2023 Excellent Cultures, Inc., and THiNKaha, Inc.