The Diagnostic

The first step is to diagnose your team.
It’s painless and thought-provoking.
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You’ll answer a series of questions about how your team typically approaches the work and each other. It should take about 10 minutes.

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Based on your answers, we’ll provide a report with the team patterns we’re seeing and suggestions for where to focus.

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After writing comments in the report, you’ll share it with your team. (They won’t take the diagnostic itself—they’ll just see the results.)

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Your team will add their opinions. Once everyone has weighed in, you’ll get together for a conversation and pick a place to focus first.

The diagnostic should take about 10-15 minutes. Make sure you have your specific team in mind when you answer. And don’t feel like you have to paint the best picture of your team—the more honest your answers, the more accurate our advice will be.

One thing to remember: Your team won’t see your answers (or take this test themselves). They’ll simply see a report showing the patterns we found.

Things to consider
  • Pick your immediate team—the people you manage and work with every day—not a broader group.
  • If your team has different sub-teams that don’t do much work together, pick one of them to focus on.
Don’t have a team already in mind?

OK. Tell us about
your team.

What’s the name of your team?

Our team name is .

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Including you, how many people are on your team?

  1. 3
  2. 4
  3. 5
  4. 6
  5. 7
  6. 8
  7. 9
  8. 10
  9. 11
  10. 12
  11. 13
  12. 14
  13. 15

If your team has more than 15 people, email us at

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Do you consider yourselves a new team?

  • Yes
  • No
  • Sort of

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Where and how is your
team currently set up?

We’re in
and we’re

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What type of organization
is your team a part of?

  • Start-up
  • Small
    1 to 150 people
  • Mid-size business
    151 to 999 people
  • Large enterprise
    More than
    1,000 people
  • Non-profit
  • Educational institution
  • Government agency

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Great. Let’s dig
a little deeper.

What’s the main challenge your team is facing right now?

  • My team has internal friction and needs to create a healthier dynamic
  • My team has big dreams and needs to focus our energy
  • My team is in a rough patch and needs to get back on track
  • My team is stuck in an old model and needs to update how we do things
  • My team is going strong and needs to keep up the momentum
  • My team is doing fine but needs to shake things up
  • My team isn’t in a good flow and needs to find a better way to work
  • My team is experiencing a lot of change and has to manage through it
  • My team is trying to do too much with too little and needs to get creative

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Most of the time, how does your team typically act? Choose one.

  • We get into flow together easily
    We struggle to find a good rhythm
  • We often second-guess each other’s choices
    We usually trust each other’s choices
  • We rarely say no to things
    We know when and how to say no
  • We stay upbeat, even when the work is hard
    When the work is hard, we get discouraged
  • We respond to changes as they happen
    We try to stay ahead of changes
  • We set tangible and measurable goals
    We set a loose general direction
  • We face obstacles and work around them
    We get derailed by obstacles
  • We put off making decisions
    We know what decisions to make—and we make them
  • We work hard, and we have a sense of satisfaction
    We work hard, but it’s not always clear why

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How would you
characterize your team?

  • Does your team know and use each person’s strengths?

    • We don’t really know each other.
    • We don’t really know each other’s strengths.
    • We mostly know each other’s strengths, but we don’t always use them.
    • We’re pretty good at tapping into each other’s strengths.
    • We all know who to go to for what, and complement each other well.
  • Does your team see the work as connected to a higher purpose?

    • Not really.
    • It feels that way every once in a while.
    • Kind of, but it’s hard to remember it day in and day out.
    • That’s what keeps us motivated.
    • That’s what keeps us motivated and able to make smart choices.
  • Does your team see and leverage the larger forces at play in your organization and beyond?

    • We’re just heads-down. We don’t think about that stuff.
    • By the time we see larger forces, we’re playing catch-up.
    • We see the forces, but we don’t always know what to do about them.
    • We’re pretty good at seeing the forces and responding to them.
    • We always look for shifting forces and leverage the forces we see.
  • Does your team prioritize work that will have the biggest impact?

    • We don’t really talk about impact when we’re deciding what to do.
    • We do when we’re planning, but then we quickly get distracted.
    • We try to, but it’s a struggle.
    • We’re focused on the most important work most of the time.
    • We only put our time, money, and energy toward the most important work.
  • Does your team know what success looks like—and manage toward it?

    • We’re flying in the dark.
    • There’s a lot of activity, but it’s sometimes murky what we’re after.
    • Some people seem to know what we’re after, but not everyone.
    • Everyone knows what we’re after, and we hit our objectives much of the time.
    • Everyone knows what we’re after, and we never fail to hit our objectives.
  • Does your team know how to break down barriers that stand in your way?

    • We get paralyzed.
    • It takes all our effort—and even then, we don’t always succeed.
    • Yes and no. Some things just feel insurmountable.
    • Most of the time. We’re pretty resourceful.
    • We resiliently overcome all obstacles.
  • Does your team operate with a high degree of trust in each other?

    • It’s very political and polarized within our team.
    • We all get along in theory, but not always in reality.
    • Some people have tight bonds, but there are a few strained relationships.
    • For the most part, we all trust each other.
    • Without question, we all have each other’s backs.
  • Does your team have a strong sense of belief in the work—and is it contagious?

    • There isn’t much to believe in.
    • Some of us have belief in the work.
    • We have belief within our team but not outside our team.
    • We have belief within our team and to some extent outside our team.
    • We have belief within our team and a strong set of believers outside our team.
  • Is your team good at making decisions—and putting them into action?

    • We put off all decisions.
    • We decide, but we never really commit.
    • Some decisions stick; others get reopened.
    • We’re pretty good at making decisions and putting them into effect.
    • We excel at making decisions and aligning our actions accordingly.

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On most days, how do
you personally feel?

I feel a desire to boost the level of talent on the team
I feel nervous about what might get in our way
I feel knocked around by things outside my team’s control
I feel exhausted by too much talking and too little action
I feel convinced my team is doing meaningful work
I feel great about the way we make decisions
I feel good about the way team members collaborate
I feel confident we have the right people in the right roles
I feel disappointed that we’re not making as much progress as we should
I feel tired of having to defend my team and its work all the time
I feel in the loop about what’s going on in my organization
I feel confident we can overcome momentary setbacks
I feel challenged in a good way by how ambitious the work is
I feel eager for the team to act more strategically
I feel successful at inspiring my team
I feel upset that team members place self-interest above the team
I feel worried we’re putting high effort into things with low return
I feel clear on the objectives my team is trying to accomplish

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Intrigued? To keep going with the
diagnostic, sign up for a free trial.

See your results and share them with your team. Then get unlimited access to all Teamworks tools and advice for up to 15 users.


No credit card required
and no commitment.

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