The ONE Team Stress Test

Can you clearly describe your company's culture or principles?

Are your expected behaviors written down — simple and explicit enough for every employee to understand them?

Are any of your expected behaviors a differentiator for your customers?

Are the expected behaviors communicated often, in places your employees actually see them?

Do your employees know your behavior expectations?

Do you know that your leaders are operating as role models in these behaviors?

Are your employees held accountable for following the behaviors?

Have you defined your company's core competencies — and why they are unique to your company?

Do you have a vision for how your company will be different in the future — the customer and employee problems it solves, and how it sets you apart from competitors?

Does your vision tell a story — visual, and emotionally inspiring for your team?

Do you have 3–5 top goals you want to achieve with your vision, with clarity on which matter most?

Is each goal measurable, with leading KPIs defined?

Do you have a strategy that uniquely differentiates your company — simple enough for an employee to immediately understand?

Do you have concrete strategic actions written down that define how to execute the strategy?

Do you know when you're making progress executing your strategy — and can you detect and respond when it is no longer valid?

Do you communicate your vision, strategy, and culture often, in multiple places, as a compelling story?

Do your leaders cascade it to their teams and use it to set their team's priorities — and are new employees onboarded to it?

Have you identified the frameworks you need to execute your strategy?

Do you know which frameworks already exist today, and which functions already use them?

Have you identified which frameworks are the most critical for your strategy execution success?

Are employees trained in using the frameworks?

Where frameworks are interdependent, do teams collaborate to follow them?

Is the operating cadence needed for each framework defined — and actually practiced?

Do you have a defined set of top 3–5 priorities for executing your strategy?

Are all of your leaders using the priorities to define their own team's goals and targets?

Are your teams working on lead measures — not just lag measures — to achieve your goals?

Are the targets measurable at an individual (person) level?

Are the goals and targets cascaded down to an individual level?

Can a person influence the actions and decisions needed to achieve their individual target?

Are you measuring target achievement with a regular and appropriate cadence?

Do you define corrective actions when a target is not on track to being achieved?

Are people held accountable for achieving the goals?