Executive Summary
- Acme Corp. has a strong operating foundation. The overall score is 82.9%, with Alignment (85.8%) and Capacity (84.5%) leading the five categories.
- The most important constraint is relational health. Relationships scored 79.2%, and the lowest items concern gossip and drama, open communication, and constructive conflict.
- The 5 Voices profile clarifies how the relational pattern may operate. Nurturers represent 13 of 20 employees (65%), while the executive director is the team’s only Creative. The team may be highly attentive to people and tone while still finding direct disagreement difficult.
- The leadership layer is the practical leverage point. Seven employees hold executive or mid-level leadership roles. Consistency across those seven leaders can shape the experience of the whole organization.
- A focused 90-day reset is more appropriate than a broad transformation. Begin with a leadership debrief, set a few shared behavior agreements, improve one recurring meeting, and then decide whether deeper development is needed.
Alignment and capacity create a credible base for improvement
The five category scores are separated by only 6.6 points. Strong cultural reinforcement, progress measurement, continuity during absences, and perceived capacity for new opportunities suggest that Acme Corp. does not need to rebuild its operating system.
Implication: Existing clarity and resilience can be used to address the narrower interpersonal patterns that are likely muting performance.
Category score comparison
Five category averages from the July 2026 assessment.
Relational safety is the clearest performance constraint
The weakest items form one connected pattern: relational drama and gossip (63.3%), open and honest communication (70.0%), and timely, constructive conflict (73.3%). This combination can produce surface agreement while concerns move sideways, remain unspoken, or arrive too late.
Implication: Candor and trust need to improve together. The team needs shared expectations for how concerns are raised, how disagreement is handled, and how people speak about one another when the other person is not present.
Priority assessment items
Items below 75% represent the clearest improvement signals in the current snapshot.
The team is overwhelmingly Nurturer, with every voice represented
The 5 Voices composition includes all 20 employees: 13 Nurturers (65%), 3 Guardians (15%), 2 Connectors (10%), 1 Creative (5%), and 1 Pioneer (5%). No employee is listed without a voice.
Implication: This team has deep capacity for care, loyalty, relational awareness, and understanding how decisions affect people. It also has access to every voice perspective, but the minority voices may need intentional space to contribute before the majority’s preference for harmony sets the tone.
Team voice composition
All 20 employees are represented. Nurturers account for 65% of the team.
The assessment suggests a polite but not fully candid culture
The team rates tone and tact at 86.7%, wanting the best for one another at 86.7%, and building one another up at 83.3%. At the same time, open and honest communication is 70.0%, constructive conflict is 73.3%, and the absence of relational drama and gossip is 63.3%.
A Nurturer majority does not cause these problems. It does make one hypothesis worth testing: people may protect relationships and preserve surface harmony by softening, delaying, or redirecting concerns. The team’s relational strengths may therefore become a liability under pressure unless care includes direct truth-telling.
What to test in the debrief: Are concerns taken directly to the person who can address them? Do people experience disagreement as disloyalty? Can Guardians ask difficult questions and minority future-oriented voices challenge the status quo without relational cost?
A Creative executive director needs translation partners, not less vision
Creative leaders often see future opportunities and dangers early, think conceptually, and can struggle when others do not immediately understand the full idea. This executive director is the only Creative leading a team in which 80% are Nurturers or Guardians, voices that tend to evaluate vision through people impact, practicality, stewardship, and a safe path from the present to the future.
Leadership implication: Before announcing a significant initiative, the executive director should test it with at least one trusted Nurturer and one Guardian. The Nurturer can identify how people are likely to experience the change; the Guardian can clarify evidence, resources, risk, and implementation. The executive director should present the destination, the reason it matters, and a concrete first-step roadmap rather than assuming others can see the whole picture.
Power implication: Even if a Creative voice is not naturally forceful, the executive director’s positional authority can anchor the room. For important decisions, state the question before stating the preferred answer, invite lower-power voices first, and allow critique without requiring immediate agreement.
Seven leaders can create one consistent team experience
Acme Corp. has approximately 20 employees, including 3 executive leaders and about 4 mid-level leaders. That means roughly one-third of the organization has formal leadership responsibility. This is enough leadership capacity to create change quickly, but also enough layers for mixed messages or inconsistent conflict habits to spread.
Implication: The three executives should align first on the behaviors they will model and reinforce. The four mid-level leaders should then help translate those expectations into daily meetings, feedback, and accountability. The leadership group should also identify which voices are represented among the other six leaders, because the team composition alone does not show whether leadership has the same 65% Nurturer concentration.
Meetings are the best place to connect relationships and execution
Execution is solid at 83.7%, but meeting effectiveness and efficiency scores 78.3%. Task ownership and use of a live collaboration tool score 81.7% each.
Implication: One improved recurring meeting can become the practice field for direct communication, earlier risk identification, clear ownership, and consistent follow-through.
A focused 90-day action path
- Combined leadership debrief: Bring the seven leaders together to test both the performance interpretation and the 5 Voices dynamics. Identify where experiences differ and choose one relational priority.
- Three behavior agreements: Define how concerns are raised directly, how conflict is handled promptly, and how triangulation or gossip will be interrupted.
- Use a voice-balanced decision round: For important issues, hear people and values, future possibilities, evidence and risk, communication and buy-in, and strategic action before the executive director closes the decision.
- Reset one recurring meeting: Add a clear outcome, named owners, a short risks-and-concerns round, and an explicit close with commitments.
- Thirty-day leadership check-in: Ask what has changed, where the agreements are breaking down, and which voices are still being missed.
- Ninety-day pulse or reassessment: Revisit the lowest items before deciding whether a longer development program is justified.
Where Your Teamwork Coach could help
The practical goal is not to stack services. A reasonable starting point is the smallest intervention that helps Acme Corp. understand the results, agree on a few behaviors, and practice them consistently.
- Start with the Team Performance Kickstart. The assessment is already complete, so the useful next step is the leadership debrief: align the seven leaders on what the results mean and what deserves attention first. View the Kickstart
- Add one targeted 5 Voices for Teams workshop or leadership offsite. The composition and performance results now make this the strongest near-term fit. The work should focus on direct communication in a Nurturer-heavy culture, helping the Creative executive director translate vision, and giving Guardian, Connector, and Pioneer perspectives intentional room. It could begin with the seven leaders, then extend to all 20 employees once the leadership team is ready to reinforce the practices. Explore YTC services
- Consider the 5 Voices Leader Academy only if sustained development is needed. The seven-person leadership layer is large enough to benefit from a structured development rhythm, but the assessment alone does not prove that a longer program is necessary. View the Leader Academy
- Use private coaching or advisory support selectively. This may help the three executives work through sensitive relational dynamics or reinforce the changes, but it should support the team plan rather than replace it. View Leadership Intensives
Recommended sequence: leadership debrief, one targeted team experience, 60 to 90 days of application, then a decision about longer-term development.
Assessment item detail
Filter all 70 item-level scores by category.
| Category | Assessment item | Score | Interpretive band |
|---|---|---|---|
| Relationships | Our team does not have relational drama and gossip | 63.3% | Priority |
| Communication | Our team communicates openly and honestly with one another | 70% | Priority |
| Communication | Our team is consistently informed and clear about important information | 73.3% | Priority |
| Relationships | Our team addresses conflict in a timely, respectful, and constructive manner | 73.3% | Priority |
| Relationships | Our team consistently speaks highly of each other - internally and externally | 73.3% | Priority |
| Relationships | Our team leads through influence, which comes from trust and vulnerability, not relying solely on positional power | 73.3% | Priority |
| Relationships | Our team puts the needs of others before their own needs | 75% | Watch |
| Communication | Our team does not have any individuals who dominate meeting time | 78.3% | Watch |
| Execution | Our team meetings are effective and efficient | 78.3% | Watch |
| Relationships | Our team chooses the right medium (e.g. face-to-face, email, text) when having tough conversations | 78.3% | Watch |
| Relationships | Our team has a high level of relational trust with one another | 78.3% | Watch |
| Capacity | Our team has a clear succession plan in place for each member of the team | 80% | Foundation |
| Capacity | Our team knows who is helping to develop them | 80% | Foundation |
| Communication | Our team has a clear strategy for internal team communication and we adhere to it | 80% | Foundation |
| Relationships | Our team assumes the best in each other instead of expecting the worst | 80% | Foundation |
| Alignment | Our team values collaboration with other teams and avoids a silo mentality | 81.7% | Foundation |
| Capacity | Our team knows where to find the expertise and resources required in order to help them grow | 81.7% | Foundation |
| Capacity | Our team utilizes a range of intentional tools, methods, and strategies for sharing skills, knowledge, and expertise | 81.7% | Foundation |
| Communication | Our team knows what to share, when to share it, and with whom to share it | 81.7% | Foundation |
| Communication | Our team members effectively bring appropriate critique and feedback | 81.7% | Foundation |
| Communication | Our team truly hears, appreciates, and values every team member's voice and contribution | 81.7% | Foundation |
| Communication | Our team uses appropriate and helpful non-verbal communication with one another | 81.7% | Foundation |
| Execution | Our team knows who is responsible for every task / project | 81.7% | Foundation |
| Execution | Our team utilizes a live online collaboration tool for recording all task / project elements | 81.7% | Foundation |
| Alignment | Our team knows where to access a regularly updated visual guide detailing cultural and strategic alignment (e.g. vision, mission, values) | 83.3% | Foundation |
| Alignment | Our team matches people to the right roles to allow them to leverage their natural strengths and competencies | 83.3% | Foundation |
| Alignment | Our team prizes winning as a team more highly than individual advancement, accolades, or agendas | 83.3% | Foundation |
| Alignment | Our team understands the on-going roles and responsibilities of everyone on the team | 83.3% | Foundation |
| Capacity | Our team has clarity on the skills and behaviours that they, as individuals, need to develop | 83.3% | Foundation |
| Capacity | Our team has clarity on the skills and behaviours that those around them need to develop | 83.3% | Foundation |
| Capacity | Our team knows who they are helping to develop | 83.3% | Foundation |
| Communication | Our team clearly shares expectations for the type of feedback and interaction that is desired when communicating | 83.3% | Foundation |
| Communication | Our team uses agreed upon tools, methods, and strategies to limit or resolve misunderstandings and confusion | 83.3% | Foundation |
| Execution | Our team celebrates success effectively | 83.3% | Foundation |
| Execution | Our team knows what needs to be done now | 83.3% | Foundation |
| Execution | Our team relies on data when prioritizing task / project decisions | 83.3% | Foundation |
| Execution | Our team sets goals with realistic expectations | 83.3% | Foundation |
| Execution | Our team utilizes processes and tools that drive innovation | 83.3% | Foundation |
| Relationships | Our team builds each other up rather than tearing each other down | 83.3% | Foundation |
| Alignment | Our team has a culture of empowerment and opportunity that allows us to thrive | 85% | Foundation |
| Capacity | Our team documents processes, workflows and important information | 85% | Foundation |
| Capacity | Our team has a process for developing others | 85% | Foundation |
| Capacity | Our team has a sustainable work load and healthy rhythms | 85% | Foundation |
| Communication | Our team operates with a meeting rhythm (weekly, monthly, quarterly, etc) that is appropriate and helpful for team connection and productivity | 85% | Foundation |
| Execution | Our team has a system for prioritizing what should be done next | 85% | Foundation |
| Execution | Our team has a transparent system for setting deadlines and for systematically reviewing progress as a team | 85% | Foundation |
| Execution | Our team shares progress, plans and problems with tasks / projects on a daily basis | 85% | Foundation |
| Execution | Our team understands the intent behind what they are being asked to do and how it fits with the strategic priorities of the organization | 85% | Foundation |
| Relationships | Our team finds the right balance between encouragement and constructive feedback in our interactions with each others | 85% | Foundation |
| Relationships | Our team is intentional with all their relationships, including those outside the team | 85% | Foundation |
| Relationships | Our team manages the tension of being present with people and being productive with tasks | 85% | Foundation |
| Alignment | Our team consistently reviews and reinforces strategic alignment (e.g. strategic priorities, objectives, goals) | 86.7% | Foundation |
| Alignment | Our team is energized by and pursues our organization's mission and vision | 86.7% | Foundation |
| Alignment | Our team understands how the team contributes to the strategic priorities of the organization | 86.7% | Foundation |
| Alignment | Our team understands the strategic priorities of the organization | 86.7% | Foundation |
| Capacity | Our team understands the importance of and actively engages in developing themselves and others | 86.7% | Foundation |
| Communication | Our team communicates change clearly within our team and with others outside of our team | 86.7% | Foundation |
| Communication | Our team uses an appropriate and helpful tone and tact with one another | 86.7% | Foundation |
| Execution | Our team encourages and values continuous improvement | 86.7% | Foundation |
| Execution | Our team uses clear and objective metrics to define success and uses data to show when it has been achieved | 86.7% | Foundation |
| Relationships | Our team truly wants the best for each other | 86.7% | Foundation |
| Alignment | Our team finds their work fulfilling and engaging | 88.3% | Foundation |
| Alignment | Our team has a system for measuring progress toward the strategic priorities of the organization | 88.3% | Foundation |
| Alignment | Our team lives out the organizational values in our daily interactions, both internally and externally | 88.3% | Foundation |
| Capacity | Our team is able to continue to execute even when significant changes occur in the wider organization or external marketplace | 88.3% | Foundation |
| Communication | Our team communicates effectively with other teams within the organization | 88.3% | Foundation |
| Relationships | Our team engages in regular group activities and traditions that are not directly task related for the purpose of cultivating unity and rapport | 88.3% | Foundation |
| Alignment | Our team consistently reviews and reinforces cultural alignment (e.g. vision, mission, values) | 90% | Foundation |
| Capacity | Our team has the margin to do more and capitalize on new opportunities | 90% | Foundation |
| Capacity | Our team is able to continue to execute when team members are absent, even if unexpectedly | 90% | Foundation |