Morale Buster Assessment

In each of the categories below, circle the number in front of the answer that best describes your perception of the office environment and CEO leadership. Do not skip or leave blank any category. If there is not an answer that exactly fits your opinion, circle the one that gives the closest approximation. Circle only one answer for each category.

Change:

  1. We are in a rut – very little, if anything, ever changes
  2. I feel we are in constant, seemingly directionless change
  3. I feel clueless/uninformed as to why we are asked to change so much
  4. I feel we undergo moderate change at a moderate pace that seems justified
  5. I feel we undergo positive, stable change that has direction and justification

Presence:

  1. The CEO is hardly ever in office, I seldom know when he might show up, and he/she rarely communicates with the staff
  2. The CEO seems aloof, making periodic appearances, but not enough
  3. The CEO seems to be in office when can be, given the role he/she is in
  4. I feel comfortable with the amount of presence of the CEO in the office and am comfortable with the amount of interaction with him/her
  5. The CEO has a regular presence in the office, I know when he/she will be here, and I am satisfied with the amount of interacting time with him/her

Trust:

  1. I do not trust our CEO
  2. I have a minimal trust in our CEO
  3. I have a cautious but moderate trust in our CEO
  4. I have a strong trust in our CEO
  5. I have full, unquestionable trust in our CEO

Managing:

  1. The CEO holds tasks tightly, and does not delegate work to other staff members who are in positions to perform many of those tasks
  2. The CEO delegates assignments to staff members, but does not empower them, needlessly inserting himself/herself into the process
  3. The CEO delegates assignments, but does no monitoring of the progress
  4. The CEO delegates assignments, and does adequate monitoring (through intermediary administrators) of progress
  5. The CEO delegates assignments, empowers those entrusted with the task, encourages and monitors (through intermediary administrators) the process, and affirms the staff member at its completion

Dismissals:

  1. Dismissal of workers are swift, immediate, and usually a shocking surprise to the fired worker, with little of the Christian graces evidenced in the process
  2. Dismissal of workers is swift and immediate, but rarely a surprise to the one dismissed
  3. Dismissals are fairly processed, tempered with Christian grace
  4. Dismissals are processed fairly, well in advanced of termination date, and tempered with Christian grace
  5. Dismissals are based on performance reports, good rapport with the one being dismissed, in the spirit of Christian grace, and usually by mutual agreement

Authority Separation:

  1. My CEO is physically distant by design and intent, displaying a posture of non-accessibility
  2. My CEO’s office space is near, but he exudes a feeling of non-approachability
  3. Although my CEO’s office is distant, he makes an effort to be approachable
  4. My CEO’s office is near and accessible
  5. My CEO’s office is accessible, welcoming, with a reasonable open door policy

Office Identity:

  1. The mission facility I work in is called the “headquarters,” “home office,” or “main office,” with a strict corporate feel
  2. The mission facility I work in is called the “headquarters,” “home office,” or “main office,” but without a strict corporate feel
  3. The mission facility has a “ministry center” feel and mentality, but is referred to as the central “office” or “headquarters”
  4. The mission facility is referred to as the “ministry center,” or “mobilization center,” with a moderate feel of being a “service” to our constituency
  5. The mission facility is called a “ministry center,” or “mobilization center,” exuding a strong feel of being a “service” and helpfulness to our constituency

Huddle Time:

  1. There is never a scheduled time when the entire office staff meets corporately together. Such meetings are rare.
  2. The staff meets corporately together at a regularly scheduled time (in what is either called “chapel,” “prayer time,” or “team meeting”), but the CEO rarely, if ever attends
  3. The staff does meet corporately together at a regularly scheduled time (in what is either called “chapel,” “prayer time,” or “team meeting”), but CEO attendance seems perfunctory and he/she rarely lends leadership.
  4. The staff meets corporately together at a regularly scheduled time (in what is either called “chapel,” “prayer time,” or “team meeting”), with the CEO modeling to the staff its importance by his/her consistent attendance
  5. The staff meets corporately together at a regularly scheduled time (in what is either called “chapel,” “prayer time,” or “team meeting”) and the CEO models to the staff its importance by his/her enthusiastic attendance, using the time for information sharing, encouragement and rewarding of staff

Future Casting:

  1. My CEO leads the organization into the future by the utilizing of strict and clearly delineated “strategic plans” that govern and paces all that we do
  2. My CEO leads the organization into the future by the utilizing of “strategic plans,” but allows for variances when necessary
  3. My CEO leads the organization into the future by the utilizing of “strategic plans” but is willing to scrap them altogether if found to not be achieving desired goals
  4. My CEO leads the organization into the future by way of personally conceived “strategic initiatives,” allowing for flexibility and versatility, and staff input.
  5. My CEO leads the organization into the future by way of staff participation in the formation of “strategic initiatives” which allows for flexibility and versatility and office-wide buy-in into the resultant direction

Value (Giving Input):

  1. There are no forums/avenues for giving input into the organization/workplace. My voice is not valued.
  2. There are limited, but inadequate channels for giving input into the organization/workplace. My voice is little valued.
  3. There are adequate channels for giving input into the organization/workplace. My voice has some, but limited value.
  4. There are good, healthy channels for giving input into the organization/workplace. My voice is valued.
  5. I am regularly asked for my opinion on matters. My leaders seek out my voice.

Personal Motivation:

  1. I perform my role out of a sense of duty, and rarely consider or even am reminded of the big picture of why we as an organization do what we do
  2. I dutifully perform my role, with an understanding of the mission and vision of our organization, but that is not of primary importance to me
  3. I dutifully perform my role with a strong sense of believing in what we as an organization are doing and why we exist
  4. God has called me to my role and I perform it with an on-going desire to see our mission succeed, knowing that our cause is important
  5. God has called me to my role and I perform it out of that sense of calling and as a stewardship before God, ever reminded of the crucial part I am playing in the greater cause of Christ to the world through my organization

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