1. Team members in our organization feel comfortable voicing concerns or disagreements without fear of retaliation.
2. When someone raises a problem, leadership treats it as useful information rather than a disruption.
3. Employees in our organization tend to stay silent in meetings even when they have relevant input or concerns.
4. Leaders in our organization actively invite dissenting perspectives before making decisions.
5. Our organization has systems in place to monitor and address workload distribution before it leads to burnout.
6. Leaders in our organization are expected to push through exhaustion and model constant availability.
7. When employees show signs of stress or fatigue, leadership responds with support rather than pressure to perform.
8. Our organization treats staff well-being as a strategic priority, not just an HR initiative.
9. Leaders in our organization understand how past experiences and trauma can affect employee behavior and performance.
10. Our leadership team tends to interpret disengagement or resistance as attitude problems rather than exploring underlying causes.
11. Our organization provides training or resources that help leaders recognize the impact of secondary trauma and vicarious stress on staff.
12. When employees are going through difficult personal or professional circumstances, leadership responds with flexibility and care rather than rigid policy enforcement.
13. Leaders in our organization hold people to high standards while maintaining trust and respect in the relationship.
14. Performance conversations in our organization tend to feel punitive rather than developmental.
15. When mistakes happen, our leadership culture focuses on learning and correction rather than blame.
16. Employees in our organization understand what is expected of them and feel supported in meeting those expectations.
17. When our organization faces difficult decisions, leadership consistently aligns those decisions with the organization's stated mission and values.
18. Decisions in our organization are frequently driven by urgency or politics rather than by the values we publicly commit to.
19. Leaders in our organization can clearly articulate how their day-to-day decisions connect to the mission of the organization.
20. Our organization's policies and practices reflect the values we promote externally, even when it's inconvenient or costly to uphold them.
Your HCLD™ Results
Diagnostic findings for