This diagnostic is designed to help us shape a fit-for-purpose performance framework, by understanding your organisational context, design preferences and readiness. Please complete both sections.
When your organisation talks about what it's trying to achieve, what language do you typically use?
Or type your own:
Section 1
Organisational context
Scale & structure
How many people are in scope for this framework?
1–15
500+
How many management layers exist between the most senior leader and the front line?
1–2 layers
6+ layers
Current maturity
How clearly defined and consistently used are the organisation's current priorities?
Ad hoc / absent
Embedded & mature
How well do team and individual priorities connect to overall organisational strategy?
No connection
Tightly linked
How often do you reset your organisation's priorities?
Manager capability & core practices
How skilled are managers at performance conversations?
Weak / inconsistent
Highly capable
How consistently do managers hold regular 1:1s with their direct reports?
Rarely or never
Weekly, always
How normalised is ongoing feedback outside of formal performance review cycles?
Rarely happens
Continuous & embedded
How consistently do managers follow up and hold people accountable once priorities are set?
Set, then forgotten
Always follows through
Environment
How quickly does your external environment change (market, competition, strategic priorities)?
Very stable
Highly volatile
Section 2
Performance design preferences
There are a range of design choices we can make, each with their own pros and cons. This next section is about understanding what design elements matter to you. Move the dial to where you'd realistically like to land and then rate how strongly you feel about it.
Priority review & reset cadence
AnnualMonthly
How important is this to you?
Realistically, how often could check-in conversations happen?