A Practical Assessment for Production Leaders

Instructions

Rate your team on each statement below using this scale:

• 1 = Never/Rarely (This doesn't happen or happens inconsistently)

• 2 = Sometimes (This happens occasionally but not reliably)

• 3 = Usually (This happens most of the time)

• 4 = Consistently (This is how we operate regularly)

Be honest in your assessment. This tool is designed to identify both strengths to build upon and opportunities for improvement.

Section 1: Trust and Transparency

1.1 Team members understand the "why" behind process changes and priority shifts Score: ___

1.2 People feel comfortable raising concerns or suggesting improvements without fear Score: ___

1.3 I consistently follow through on commitments made to the team Score: ___

1.4 Team members receive relevant business context about how their work impacts customers Score: ___

1.5 When problems arise, people work together to solve them rather than waiting for direction Score: ___

Section 1 Total: ___ / 20

Section 2: Decision-Making and Empowerment

2.1 Team members know which decisions they can make independently vs. those requiring approval Score: ___

2.2 People have the information and resources needed to make good decisions within their authority Score: ___

2.3 Team members handle routine operational adjustments without constant supervision Score: ___

2.4 When empowered decisions don't work out, we focus on learning rather than blame Score: ___

2.5 Clear protocols exist for handling common coordination challenges Score: ___

Section 2 Total: ___ / 20

Section 3: Shared Goals and Alignment

3.1 Team members understand how their individual work contributes to collective success Score: ___

3.2 People discuss team performance metrics, not just individual numbers Score: ___

3.3 The team has shared objectives that can only be achieved through collaboration Score: ___

3.4 When priorities conflict, the team works together to find solutions Score: ___

3.5 Team members take pride in collective achievements and outcomes Score: ___

Section 3 Total: ___ / 20

Section 4: Mutual Support and Accountability

4.1 Team members cover for each other during breaks, absences, or high-demand periods Score: ___

4.2 People address performance or coordination issues directly with each other when appropriate Score: ___

4.3 Cross-training enables multiple people to handle critical functions Score: ___

4.4 Team members recognize and appreciate each other's contributions Score: ___

4.5 Standards for quality, safety, and cooperation are upheld by the team, not just management Score: ___

Section 4 Total: ___ / 20

Section 5: Communication and Coordination

5.1 Critical information flows efficiently between team members during shifts Score: ___

5.2 Shift handovers maintain continuity without important details being lost Score: ___

5.3 Team huddles or check-ins address coordination needs and priorities effectively Score: ___

5.4 People can communicate efficiently during work without disrupting operations Score: ___

5.5 Feedback and suggestions are shared regularly and acted upon when appropriate Score: ___

Section 5 Total: ___ / 20

Scoring and Interpretation

Total Score: ___ / 100

Overall Team Performance Level:

85-100 Points: High-Performing Team Your team demonstrates strong coordination and collaboration. Focus on maintaining these strengths while identifying specific areas for continued improvement.

70-84 Points: Developing Team Your team has solid foundations with clear opportunities for growth. Prioritize the lowest-scoring sections for focused development efforts.

55-69 Points: Functional Team Your team gets work done but significant coordination improvements are possible. Choose one section to focus on intensively before expanding to others.

Below 55 Points: Individual Contributors Your team operates more as separate individuals than as a coordinated unit. Start with basic trust-building and communication improvements.

Action Planning

Highest Scoring Section: ________________

Strength to Build Upon: How can you leverage this strength to improve other areas?

Lowest Scoring Section: ________________

Priority Development Area: What specific actions will you take to improve this area?

Three Immediate Actions:

1. This Week: ________________________________

2. This Month: _______________________________

3. Next Quarter: _____________________________

Follow-Up Recommendations

Re-assess in 90 days to measure progress and identify new development priorities.

Share results with your team (if appropriate) to create shared ownership of improvement efforts.

Compare sections to identify patterns—often improvement in one area will positively impact others.

Focus incrementally—work on one section at a time rather than attempting comprehensive changes simultaneously.

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• 5 = Always true - This describes our operation consistently

• 4 = Usually true - This describes us most of the time

• 3 = Sometimes true - This describes us about half the time

• 2 = Rarely true - This describes us occasionally

• 1 = Never true - This does not describe our operation

SECTION A: Decision Bottlenecks Assessment

A1. Team members make routine operational decisions independently without seeking approval ___

A2. Problems get resolved quickly at the appropriate level without unnecessary escalation ___

A3. Operations continue effectively when key managers are absent or in meetings ___

A4. Decision-making speed matches the pace required by operational demands ___

Section A Total: ___/20

SECTION B: Authority Clarity Assessment

B1. Team members clearly understand which decisions they can make independently ___

B2. Escalation boundaries are explicit and consistently applied across all areas ___

B3. There is minimal confusion about "who decides what" in cross-functional situations ___

B4. New team members quickly learn their decision-making authority and boundaries ___

Section B Total: ___/20

SECTION C: Information Flow Assessment

C1. Decision-makers have access to the information they need when they need it ___

C2. Critical information transfers effectively between shifts and departments ___

C3. Visual management systems support real-time decision-making on the floor ___

C4. Technology enhances rather than complicates the decision-making process ___

Section C Total: ___/20

SECTION D: Feedback Loops Assessment

D1. We systematically capture lessons from significant decisions (both successful and unsuccessful) ___

D2. Decision-making processes improve over time based on experience and feedback ___

D3. Teams regularly discuss decision effectiveness and system improvements ___

D4. Pattern recognition leads to optimized approaches for recurring decision types ___

Section D Total: ___/20

SECTION E: Cultural Barriers Assessment

E1. Team members feel safe making decisions within their authority without fear of criticism ___

E2. Mistakes are treated as learning opportunities rather than reasons for blame ___

E3. Good decision-making processes are recognized regardless of outcomes ___

E4. People proactively suggest improvements to decision-making systems and processes ___

Section E Total: ___/20

SCORING SUMMARY

A - Decision Bottlenecks ___/20

B - Authority Clarity ___/20

C - Information Flow ___/20

D - Feedback Loops ___/20

E - Cultural Barriers ___/20

TOTAL SCORE ___/100 100

INTERPRETATION & RECOMMENDATIONS

Overall Decision-Making Maturity Level

80-100 points: Level 3 - Cultural Integration

• Exceptional decision-making culture with embedded systems

• Teams self-correct and continuously improve processes

• Focus: Maintain excellence and share best practices with other operations

60-79 points: Level 2 - Guided Autonomy

• Solid decision-making systems with room for refinement

• Clear frameworks enable most distributed decisions

• Focus: Strengthen weaker areas and build toward cultural integration

40-59 points: Level 1+ - Emerging Systems

• Basic decision-making improvements with significant opportunities

• Some distributed decision-making within established boundaries

• Focus: Systematic development of authority frameworks and information systems

Below 40 points: Level 1 - Centralized Control

• Most decisions flow through management with limited distribution

• Significant bottlenecks and unclear authority boundaries

• Focus: Foundation building through authority clarification and basic empowerment

  

Section-Specific Improvement Priorities

If Section A (Decision Bottlenecks) scored lowest:

Priority Actions:

• Conduct decision audit tracking all approval requests for one week

• Identify top 3 decision types creating bottlenecks

• Create explicit authority guidelines for these decision types

• Train team members on independent decision-making within boundaries

If Section B (Authority Clarity) scored lowest:

Priority Actions:

• Document decision rights and boundaries for each role

• Create decision authority matrix showing who decides what

• Conduct team training sessions on decision boundaries

• Establish clear escalation criteria and communication protocols

If Section C (Information Flow) scored lowest:

Priority Actions:

• Map information needs for common decision types

• Implement visual management systems at key decision points

• Improve shift handover processes for decision continuity

• Evaluate technology tools supporting real-time decision-making

If Section D (Feedback Loops) scored lowest:

Priority Actions:

• Establish simple documentation process for significant decisions

• Schedule monthly decision effectiveness review sessions

• Create system for sharing decision-making best practices across shifts

• Implement tracking for decision speed and quality metrics

If Section E (Cultural Barriers) scored lowest:

Priority Actions:

• Model vulnerability by sharing your own decision mistakes and learning

• Establish "learning from mistakes" protocols that focus on improvement

• Recognize good decision processes regardless of outcomes

• Create safe experimentation opportunities for testing new approaches

  

Implementation Roadmap Based on Your Score

Immediate Actions (Next 30 Days)

Focus on your lowest-scoring section using the priority actions above. Start with simple, specific changes that build confidence and demonstrate commitment to improvement.

Short-term Development (30-90 Days)

Address your second-lowest section while maintaining momentum in your initial focus area. Begin systematic capability building through training and process development.

Long-term Integration (90+ Days)

Work on remaining areas while building toward overall cultural maturity. Focus on sustainability and continuous improvement processes that maintain progress over time.

This worksheet guides you through the SCALA decision-making framework for high-

impact operational decisions. Use it when facing choices that have significant

consequences, affect multiple stakeholders, or are difficult to reverse.

… Continued …

PREPARATION PHASE

Context Analysis

• Performance Data: What specific metrics or observations will you reference?

  • Example: Quality metrics, production rates, safety observations

• Timing Considerations: When is the optimal time for this conversation?

  • Consider: Shift timing, workload, employee energy level

• Location Planning: Where will the conversation take place?

  • Consider: Privacy needs, noise level, comfort

• Expected Duration: How much time will you allocate?

  • Typically: 5-15 minutes for routine feedback, 15-30 for more significant issues

Self-Check Questions

• What is my emotional state regarding this situation?

• Am I clear on the specific behavior or outcome I want to address?

• What assumptions might I be making that I should verify?

• What is my goal for this conversation?

CONVERSATION STRUCTURE

Opening (Setting the Stage)

• Connection: Brief personal check-in

  • Example: "How has your shift been going so far?"

• Purpose: Clear statement of conversation purpose

  • Example: "I'd like to talk about what I observed during yesterday's changeover."

• Tone Setting: Statement that establishes constructive intent

  • Example: "My goal is to help ensure we're all working safely and efficiently."

Listening Phase (Start with Questions)

• Perspective Questions: (Select 2-3 appropriate to the situation)

  • "Can you walk me through how you're approaching this process?"

  • "What challenges are you experiencing with this task/procedure?"

  • "From your perspective, what factors are affecting your performance in this area?"

  • "What do you think is working well, and what could be improved?"

  • "What resources or support would help you in this situation?"

  • "How do you feel about your progress with this skill/task?"

• Active Listening Checklist:

  • Give full attention (no phone, radio, or distractions)

  • Take notes if appropriate

  • Ask follow-up questions for clarity

  • Summarize what you heard before moving on

Evidence Phase (Provide Specific Observations)

• Behavior Description: Specific, observable behavior without judgment

  • Template: "I noticed [specific observation] at [time/date/situation]."

• Impact Statement: Clear description of the effect

  • Template: "This resulted in [specific outcome/consequence]."

• Standard Reference: Connection to expectations

  • Template: "Our standard/expectation is [specific benchmark]."

Action Phase (Develop Improvement Steps)

• Collaborative Planning: Questions to engage the employee

  • Examples:

  • "What do you think would help improve this situation?"

  • "How could we approach this differently next time?"

  • "What specific steps would make the biggest difference?"

• Clear Agreement: Specific improvement actions

  • Template: "Based on our discussion, you'll [specific action] by [specific timeframe]."

• Support Commitment: Specific assistance you'll provide

  • Template: "To support you, I'll [specific resource/action/follow-up]."

Review Phase (Establish Follow-Up)

• Next Check-In: Specific time/date for follow-up

  • Example: "Let's check progress next Tuesday during your shift."

• Success Metrics: How improvement will be measured

  • Example: "We'll know this is working when we see [specific outcome]."

• Documentation Plan: How the conversation will be recorded

  • Example: "I'll note our discussion in the feedback log and send you a quick summary."

• Positive Reinforcement: End on an encouraging note

  • Example: "I'm confident you'll make good progress with this."

FOLLOW-UP SYSTEM

Progress Tracking

• Date of Initial Feedback: _________________

• Key Action Items:

• Employee Commitments: _________________

• Manager Commitments: _________________

• Follow-up Date 1: _______ Outcome: _______

• Follow-up Date 2: _______ Outcome: _______

• Resolution Date: _______ Result: _______

Reflection Questions (Complete after resolution)

• What went well in this feedback process?

• What could I improve in future feedback conversations?

• Were there any unexpected outcomes or insights?

• Is there a system/process issue that needs addressing?

• Should this feedback be shared more broadly (in anonymized form)?

SPECIAL SITUATION GUIDELINES

For Performance Issues

• Document specific examples with dates and metrics

• Connect to broader business impact

• Develop detailed improvement plan with clear milestones

• Follow company documentation requirements

• Consider involving HR for serious performance concerns

For Sensitive Personal Matters

• Ensure complete privacy

• Begin with positive acknowledgment

• Use a bridge phrase: "I need to discuss something personal that's difficult to talk about"

• Focus on workplace impact rather than personal judgment

• Offer appropriate support resources

• End with reassurance of value

For Cross-Cultural Considerations

• Research cultural norms if possible

• Be explicit about intentions

• Focus on concrete behaviors and outcomes

• Adjust directness as appropriate

• Ask about preferred feedback style

• Watch for non-verbal cues of discomfort

Quick Reference: The CLEAR Feedback Model

Downloadable from www.LeadershipLessons.co

Introduction

This self-assessment is designed to help you identify your natural leadership tendencies and develop greater style flexibility. Understanding your default approach is the first step toward becoming a more adaptable, effective leader.

Instructions:

1. Answer each question honestly based on how you typically behave, not how you think you should behave

2. Score each statement from 1-5 (1 = Strongly Disagree, 5 = Strongly Agree)

3. Add your scores in each section to determine your primary and secondary styles

4. Use the interpretation guide and development recommendations to create your action plan

Part 1: Leadership Style Assessment

Section A: Directive Style

Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree):

1. I prefer to make decisions quickly and independently. _____

2. I believe clear instructions and expectations lead to the best results. _____

3. When problems arise, I typically provide specific solutions rather than asking for input. _____

4. I closely monitor team performance against established standards. _____

5. In meetings, I usually have a structured agenda that I control. _____

6. I believe my role as a leader is to provide clear direction and ensure compliance. _____

Section A Total: _____

Section B: Collaborative Style

Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree):

1. I regularly seek input from team members before making significant decisions. _____

2. I believe the best solutions come from group discussion and consensus. _____

3. When problems arise, I typically bring the team together to develop solutions. _____

4. I encourage open dialogue and differing perspectives in team meetings. _____

5. I'm comfortable adjusting plans based on team feedback. _____

6. I believe my role as a leader is to facilitate collaboration and shared ownership. _____

Section B Total: _____

Section C: Coaching Style

Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree):

1. I regularly provide developmental feedback to help team members improve. _____

2. I ask questions that help team members develop their own solutions. _____

3. When problems arise, I see them as opportunities for team members to learn and grow. _____

4. I make time for one-on-one development conversations with my team. _____

5. I delegate challenging tasks specifically to build team members' capabilities. _____

6. I believe my role as a leader is to develop people and build long-term capability. _____

Section C Total: _____

Section D: Supporting Style

Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree):

1. I focus primarily on removing obstacles so my team can succeed. _____

2. I give team members significant autonomy in how they accomplish their work. _____

3. When problems arise, I provide resources but let the team determine solutions. _____

4. I encourage team members to take the lead in meetings and projects. _____

5. I'm comfortable with team members making decisions without my direct involvement. _____

6. I believe my role as a leader is to empower others and provide necessary support. _____

Section D Total: _____

Part 2: Situational Adaptability Assessment

Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree):

1. I consciously adjust my leadership approach based on the situation. _____

2. I use different leadership styles with different team members based on their needs. _____

3. I can shift from collaborative to directive approaches when urgency demands it. _____

4. I'm comfortable using styles that don't come naturally to me when the situation requires it. _____

5. I regularly reflect on whether my leadership approach is appropriate for each situation. _____

Adaptability Total: _____

Part 3: Style Profile Interpretation

Scoring Interpretation:

• 24-30: Very strong preference

• 18-23: Moderate preference

• 12-17: Slight preference

• 6-11: Limited preference

Your Style Profile:

• Directive Style Score: _____

• Collaborative Style Score: _____

• Coaching Style Score: _____

• Supporting Style Score: _____

• Adaptability Score: _____

Your highest score indicates your primary leadership style. Your second-highest score represents your secondary style. The gap between your highest and lowest style scores indicates your current leadership range.

Adaptability Interpretation:

• 21-25: Highly adaptable

• 16-20: Moderately adaptable

• 11-15: Developing adaptability

• 5-10: Limited adaptability

Part 4: Situation-Based Recommendations

For Primarily Directive Leaders:

Leverage your style when:

• Safety incidents occur

• Quality issues require immediate correction

• Communicating non-negotiable requirements

• Onboarding new team members

• Managing crisis situations

Develop complementary styles for:

• Process improvement initiatives

• Building team ownership and engagement

• Developing team member capabilities

• Encouraging innovation and creative solutions

• Building sustainable team performance

Development tips:

1. Practice asking open-ended questions before providing solutions

2. Count to five after asking a question to allow others time to respond

3. Explicitly invite disagreement and alternative perspectives

4. Schedule regular one-on-one development conversations

5. Start team meetings by asking for input before sharing your views

For Primarily Collaborative Leaders:

Leverage your style when:

• Designing process improvements

• Building team buy-in for changes

• Working across departments

• Solving complex, multifaceted problems

• Developing strategies and goals

Develop complementary styles for:

• Urgent situations requiring quick decisions

• Crisis management

• Performance issues requiring clear direction

• Situations with non-negotiable requirements

• When team discussions become unproductive

Development tips:

1. Practice making decisions without consensus when appropriate

2. Set clear boundaries about which aspects are open for discussion vs. non-negotiable

3. Improve your comfort with direct feedback

4. Develop phrases for decisively ending unproductive discussions

5. Create personal triggers for when to shift to a more directive approach

For Primarily Coaching Leaders:

Leverage your style when:

• Developing team capabilities

• Addressing skill gaps

• Building future leaders

• Creating long-term performance improvement

• Helping team members work through challenges

Develop complementary styles for:

• Situations requiring immediate performance

• Crisis management

• Working with resistant team members

• When clear direction is needed

• Time-sensitive deliverables

Development tips:

1. Practice giving direct instructions when time is limited

2. Develop comfort with taking control in urgent situations

3. Balance development focus with clear performance expectations

4. Create structures for team input when collaborative approaches are needed

5. Recognize when team members need support rather than development

For Primarily Supporting Leaders:

Leverage your style when:

• Working with highly experienced teams

• Encouraging innovation and ownership

• Developing autonomous leaders

• Building engagement and motivation

• Sustaining high performance

Develop complementary styles for:

• New team members needing direction

• Underperforming team members

• Crisis situations

• When team alignment is crucial

• Implementing standardized processes

Development tips:

1. Practice providing more structured guidance when needed

2. Develop comfort with more hands-on monitoring in critical situations

3. Clearly communicate expectations rather than assuming understanding

4. Create frameworks for collaborative decision-making

5. Recognize when empowerment is creating uncertainty

Part 5: Creating Your Development Plan

Based on your assessment results, create a targeted development plan using the template below:

Primary Style: _________________
Secondary Style: _________________
Development Focus Style: _________________

Specific situations where I should practice my development focus style:

Success metrics for each situation:

Potential obstacles and solutions:

1. Obstacle: _________________ Solution: _________________

2. Obstacle: _________________ Solution: _________________

Resources and support needed:

Weekly reflection questions:

1. When did I successfully use my development focus style?

2. What impact did this have compared to my primary style?

3. What felt uncomfortable, and how can I address this?

4. What will I try differently next week?

Remember that developing leadership style flexibility is an ongoing journey. Regular practice, reflection, and adjustment will help you expand your leadership range over time.