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Put your organization to the test
Let's figure out where your team stands in terms of organizational evolution.
The next questions are focused on how your team currently works, and how evolved it is on the Teal scale.
It is possible that many of the answers are not an exact fit to your situation; please select the one you identify as the most similar.
Take quiz
When a new person needs to be added to the team, who makes the decision?
We have a whole mechanism in place that allows for applicants to go through, including tests, interviews, etc.
I don't really know what the hiring process entails on who makes decisions - but I tend to trust that whoever does it knows what they are doing.
Once the managers select the best applicants, we all have a meeting with them to get a feel on how we click together.
The team manager does. They receive all applications and make the choice that best fits the current needs of the team (although they probably just give the job to their nephew)
If anyone on the team identifies a need for a new person to enter the team, they take responsibility for describing the kind of roles they should fill to meet the gaps, and the team follows the workflows to have different stages of interviews.
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If a new cool opportunity becomes available for your team:
The organization has processes in place to analyze every angle of the opportunity. Once a decision is made, a strategy is planned and carried along.
The person that came across the opportunity takes the responsibility of following their instinct - except someone on the team is really opposed to said instinct. The team is ready to rethink the decision at any point.
We all discuss it together, sharing our views and arguments.
Those decisions are made by the board or the top managers.
I'm not very aware of when opportunities arise. We have a sales team that handles clients and stuff like that, and managers are in charge of strategizing.
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If a client is unhappy with the outcome of a project:
The team comes together to understand what went wrong, apologize to the client, and develop possible solutions.
The person who was responsible comes forward and apologizes to the manager. The manager takes responsibility facing the client.
We find the culprit. The boss will probably shout at them or punish them in some way.
The person in charge of communicating with that client talks to the team to understand what happened, the team proposes possible solutions and enhancements to workflows so that the issue does not happen again. All of that is documented for the client.
The team transforms the issue into a requirement, and we have the workflows in place to solve the issue.
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During team meetings…
Everyone participates, gives their opinion and ideas. We are all encouraged to plan what's to come, but many times, no real action is taken from what was discussed in the meeting.
Everyone is encouraged to show up as humans with their actual feelings and perceptions. We collaborate together on ideas and learn from each other, and document everything that comes out of the meeting defining who's responsible for each task.
What meetings? Only managers participate in meetings.
We review objectives set in previous meetings and measure effectiveness to optimize our work. We set new objectives and set timelines.
Everyone receives a set of orders from the person above, and reports on how they are doing with current tasks.
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If you are close to a deadline and you see you will not be able to meet it:
The person or people responsible for slowing things down will probably be punished in some way.
We join as a team and reach a consensus on how to move forward, keeping the client updated.
We evaluate what caused our predictions on timeline to not be met, but we try to be very open with timelines rather than setting strict deadlines. We review workflows to make sure everyone has the time they actually need to make their best work.
A chain of anger will come down from the top. Teams at the bottom might suffer some consequences.
We do not miss deadlines. It is true that sometimes the quality of the work is not our best because of timelines, but we as a team are very good at understanding timelines and setting reasonable expectations with clients.
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When someone in the team is unhappy with their position or general work environment:
They should communicate it to everyone so we can openly discuss the issues as a team and try to agree on how to make them feel more comfortable.
This is work, nobody needs to know how you feel about it.
They should think themselves how to resolve their dissatisfaction, and then present alternatives to team managers.
They should bring this up by calling a meeting, and either themselves or someone else takes the role of being responsible to take action into solving the present issues, touching base periodically to see how it evolves.
They should talk to HR so they can handle the issue.
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When someone leaves the team:
They were not able to handle the tasks that were given to them.
It probably means they were fired.
It is possible that the people in the role of finding their purpose in the organization realized they could not fulfill what they were meant to do in this team, and give them the opportunity to either change the team or help us make place for their role.
They were not the right fit for the organization, and they'll probably be better off somewhere else.
If they quit, that's a pretty big hit to everyone. We cared for them deeply and feel like a part of our family is now missing.
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Calculate your results!
RED
Red organizations have concentrated their power in one person (or a very reduced group of people). They usually make most decisions, and your relationship with them will greatly affect your work environment.
Structurally, they work similarly to
Mafia
hierarchies. People are encouraged to follow orders from the boss, and roles might not be as clear.
They are based on division of labor and top-down authority.
Interested in evolving your organization? Drop your info here, we'll get in contact.
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START EVOLVING
AMBER
These organizations are structured as pyramidal hierarchies and based in faith on the knowledge of superiors and managers. Everyone knows and is expected to respect their place, and workers limit themselves to do what they have to do.
Their principles are stability and certainty, and they intend to build stable organizational charts.
Interested in evolving your organization? Drop your info here, we'll get in contact.
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START EVOLVING
Orange
Orange organizations tend to view themselves as machines, and their integrants as engines. Each team plays a part in a studied mechanism with strict rules and processes to ensure all developments go as expected.
Their values are innovation and meritocracy, and workers are expected to take accountability for their actions.
Interested in evolving your organization? Drop your info here, we'll get in contact.
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START EVOLVING
Green
These newer organizations perceive their teams as part of their family. They tend to emotionally involve workers, and expectations are set at a personal level. They try to make decisions based on consensus, but it is unclear where consensus is in fact reached, or if the boss ends up taking the lead.
Their principles are empowerment, and a value-driven culture. Personal fit is very important.
Interested in evolving your organization? Drop your info here, we'll get in contact.
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START EVOLVING
Teal
Congrats! You've reached the Teal evolution level.
Teal organizations see themselves as alive organisms that should grow, learn, and change dynamically. At the same time, team members are expected to show up in a human, vulnerable way. They tend to use roles rather than fixed positions, understanding that interests and focuses may vary and change over time, and encourage everyone to find their purpose and make it visible as part of the organization.
Their principles are self-management, wholeness, and evolutionary purpose.
Want to work with another teal organization? Drop your info here, we'll get in contact.
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LET'S DO SOMETHING TOGETHER