Team Assessments

Assessments Recommended for Team Coaching

Team Assessments

The following are some of the leading team-level assessments that the Team Coaching Zone recommends team coaches consider when selecting a team diagnostic tool.  “Team-level assessments” are ones that ask respondents to rate the team’s effectiveness on various dimensions rather than aggregating individual-level data about team member’s personality, strengths or styles and attempting to extrapolate about the team therefrom.  The Team Coaching Zone views individual-level assessments as helpful for supporting team effectiveness however suggests that team-level assessments are preferable for gaining a baseline understanding of the team’s current state, strengths and gaps.

1) The Team Diagnostic Survey (TDS)

The Team Diagnostic Survey is a proprietary online survey instrument designed to help consultants and work team leaders diagnose their team structure, support and leadership.  The TDS assesses how well members work together, and their motivation and satisfaction level.  The 6 Conditions of Team Effectiveness in the model predict up to 80% of the variance in team effectiveness making it among the most powerful predictive models of team effectiveness.  Research on the TDS framework suggests that 60% of a team’s effectiveness is a result of how well the team is designed on the 6 conditions, 30% on how well the team launches and 10% on the ongoing team coaching it receives.

The survey was constructed by foremost experts Drs. Richard Hackman and Ruth Wageman, based on their authoritative works Leading Teams: Setting the Stage for Great Performances and Senior Leadership Teams: What It Takes To Make Them Great.  The TDS is a validated and reliable psychometric instrument that has been subjected to peer review and published in a scientific journal.

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Disclosure: The Team Coaching Zone is a strategic partner of the Team Diagnostic Survey and has a financial interest in this product.

2) Team Emotional Intelligence Survey

Steven B. Wolff, D.B.A. and Vanessa Urch Druskat, Ph.D. developed the survey in 1999. It is based on over 20 years of research on team effectiveness and emotional intelligence. Since its development, it has been used in numerous studies that have demonstrated a strong positive link between Team EI norms and team performance.  The psychometric properties of The Team Emotional Intelligence Survey are publicly available.

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3) The Rocket Model

Developed by Gordon Curphy, PhD, the Team Assessment Survey II (TAS II) is a 41-item online survey that provides teams with diagnostic information for each of the eight components in the Rocket Model™.



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4) Team Diagnostic, Team Leader View & Team 360 View

Team Diagnostic

Developed by Phil Sandhal and Alexis Phillips at Team Coaching International, the Team Diagnostic™ is built on these two fundamental axes: Positivity Factors and Productivity Factors. The Team Diagnostic™ model defines seven separate productivity factors and seven positivity factors. This constellation of competencies and increasingly detailed layers of the report provide a complete picture for creating high-performing teams. Teams that excel at both dimensions are high performing and sustainable. They are creative, adaptable and resilient.


The two sets of Productivity and Positivity strengths form the basis of the four instruments TCI has specifically designed for team coaching.  The four instruments include:

  • Team Diagnostic: a team level online assessment completed by all team members on the two sets of strengths. The 40 page report that is generated contains a generous number of quad and spider diagrams, tables of the highest and lowest scoring items in each of the two ares, line graphs of the items where the most agreement and least agreement was reported and more.  The survey also includes open-ended questions which can be customized.  TCI reports a 20% increase on average in a team’s effectiveness on the Productivity and Positivity dimensions following use of the Team Diagnostic.
  • Team Leader View: A second instrument available is the Team Leader View. The diagnostic tool is based on the same model as the Team Diagnostic and consists of a team leader’s “view” of his/her own team on the Productivity and Positivity strengths.  The results can be layered onto the results of the Team Diagnostic profile to see where a leader’s view of the team aligns or not with that of the team.  The results outline areas of strength as well as areas for improvement for both the team as well as the team leader.
  • Team 360 View: A third instrument, the Team 360 View, is an external assessment conducted by stakeholder’s of the team. Stakeholder’s assess the team on the Productivity and Positivity competencies.
  • Organization View: A fourth instrument in the suite, the Organization View, assesses the health of the organization’s culture (Positivity) as well as the capability of the organization to be productive (Productivity).  The instrument can be used with a division, a large department, an entire organization or a representative sample of the company.  The final report can also be segmented to show overall results as well as subsets (e.g. IT, finance, manufacturing, etc…)

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5) Team Connect 360

The Team Connect 360 by the Academy of Executive Coaching (AoEC) and Renewal Associates is based on the 5 Disciplines of Successful Team Practice developed by Professor Peter Hawkins.  The instrument is a powerful diagnostic tool which will give your team new and valuable insights into how they can be more effective and productive in your organisation. It is special in having questions that address external connections with stakeholders and what they need, as well as internal connections between team members how they relate to their team purpose, strategy & targets.

Team Connect 360 Screen Shot

The instrument collects data on the 5 disciplines of high performing teams from 4 sets of raters: Team Members, Primary Stakeholder (i.e. who the team reports to), Direct Reports of the Team, and Other Stakeholders. The five disciplines framework provides a balanced look at the team on both task as well as process dimensions as well as outside and inside views of the team.  The five disciplines include:

  1. Stakeholder Expectations – focuses on looking externally from a task perspective on what the team is being called to achieve.
  2. Team Tasks – focuses on looking internally within the team from a task perspective on the specific areas the team will focus on to achieve its purpose.
  3. Team Relationships – focuses on looking internally within the team from a process perspective on how the team will co-create its way of working together to achieve its Team Tasks and Stakeholder Expectations.
  4. Stakeholder Relationships – focuses on looking externally from a process perspective on which stakeholders need to be engaged for the team to successfully deliver on its purpose.
  5. Team Learning – focuses on how well the team is capturing the learning for the benefit of the organization, as well as how it nurtures and encourages the learning and development of each team member.

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6) Polarity Map

Polarity Assessment

Based on the pioneering work of Dr. Barry Johnson on Polarity Management: Identifying and Managing Unsolvable ProblemsPolarity Partnerships developed the Polarity Approach to Continuity and Transformation (PACT), the Polarity Map and the Polarity Assessment.  The approach helps leaders, teams and organizations to utilize problem solving as well as “both/and” thinking to address strategic opportunities and challenges.  All leaders, teams and organizations face polarities (also known as paradox, wicked problems, chronic tensions, dilemmas, contradictions, dualities and dichotomies) that by nature are “unsolvable.” While fundamentally unsolvable, the energy contained in these systems of interdependent pairs can be harnessed to drive learning and change.


The PACT process unfolds in 5 steps:

  1. Seeing: identifying the polarities a team is facing.
  2. Mapping: mapping out the polarities on a polarity map.
  3. Assessing: assessing through an online instrument how well or poorly your team is leveraging the polarity.
  4. Learning: making meaning out your assessment results.
  5. Leveraging: leveraging your insights to commit to developing actions and tactical strategies to achieve success as well as to identify and monitor early warnings that require course correction.

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