Team Performance Assessment

Find Out Where the Pressure Is Sitting

Most business performance problems are visible long before they're acted on. The question is whether you're looking in the right places.

This diagnostic is designed to identify where leadership capacity, team alignment, or execution may be under pressure, even when everything appears to be functioning. Short, structured, and grounded in real-world team performance coaching.

Welcome to the Aruka Performance Pulse™

The Aruka Performance Pulse™ is designed for leaders, business owners, managers, and professionals who want to better understand the conditions affecting performance within their team or organisation. The Performance Pulse does not measure employee engagement, satisfaction, or morale. Instead, it explores the conditions that enable, constrain, and restore sustainable team performance.

Time Required

The assessment typically takes between 15 and 20 minutes to complete. Please answer based on your experience of your current team or organisation over the past 90 days. There are no right or wrong answers. The greatest value comes from honest reflection and observation.

Your Results

Once you have completed the assessment, your responses will be analysed and a personalised report will be emailed to you.

Your report will help you identify:

Conditions currently supporting performance.
Factors that may be constraining performance.
Areas that may benefit from attention, conversation, or restoration.

Your results reflect your experience of your team or organisation. In some cases, leaders discover that their experiences are widely shared. In others, they discover important differences in perspective. Where appropriate, the Aruka Team Pulse™ and Organisational Pulse™ can help organisations explore these patterns more broadly.

Confidentiality

Your individual responses remain confidential and are used solely to generate your personal feedback report unless otherwise agreed.
Thank you for taking the time to reflect on the health and performance of your team or organisation. Every act of restoration begins with understanding the current reality.

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What Happens Next

Patrick will review your responses and send a brief personal perspective by email. If the results suggest a conversation would be useful, you'll receive a link to book a Clarity Call.

	Almost Never	Occasionally	Sometimes	Often	Usually	Almost Always
People understand why the organisation exists beyond financial results.
People can explain how their work contributes to something worthwhile.
There is a shared understanding of where the organisation is heading.
Leaders explain how important decisions support the long-term direction of the organisation.
People approach their work with a sense of purpose beyond simply completing tasks.
Strategic priorities remain sufficiently consistent for people to understand what matters most.
People understand how today's work contributes to future success.
It is difficult to explain why our work matters beyond delivering tasks and targets.

	Almost Never	Occasionally	Sometimes	Often	Usually	Almost Always
Leaders behave consistently with the organisation's stated values.
Behaviours that contradict our values are addressed openly and promptly.
People understand what our values look like in everyday behaviour.
What gets rewarded aligns with what the organisation says matters.
The organisation behaves internally in ways consistent with how it presents itself externally.
People can raise concerns about values misalignment without fear.
Some behaviours that lead to success here contradict our stated values.

	Almost Never	Occasionally	Sometimes	Often	Usually	Almost Always
People can raise concerns without fear of negative consequences.
Mistakes are treated as opportunities for learning.
Leaders acknowledge when they have been wrong.
People ask for help before problems become crises.
Difficult issues can be discussed openly.
New ideas receive genuine consideration.
People who challenge assumptions are treated respectfully.
People avoid raising certain issues because it does not feel safe to do so.

	Almost Never	Occasionally	Sometimes	Often	Usually	Almost Always
People follow through on commitments they make.
People support one another during difficult periods.
Disagreements are addressed directly.
People generally assume positive intent.
Information is shared when it helps others succeed.
Trust is extended as a starting point.
Important issues are discussed with others rather than the people involved.

	Almost Never	Occasionally	Sometimes	Often	Usually	Almost Always
Leaders explain the reasoning behind important decisions.
Leaders give direct and honest feedback while preserving dignity.
Leaders remove obstacles that prevent good work.
Leaders develop people rather than solving every problem themselves.
Leaders create clarity during uncertainty.
Leaders support both immediate performance and long-term wellbeing.
Leaders model the behaviours they expect from others.
Leaders create time for learning, reflection and recovery.
Under pressure, leaders become less consistent.