When Leaders Transform, Cultures Follow.

Before you begin, take a deep breath and reflect on where you are today.

This assessment is your starting point.

Beneath the Transaction: Organizational Culture Snapshot

A 20-question look at how ready your organization is to move beyond transaction into transformation using the 7 Conditions of Transformation™ and the Culture of One™.

Groundwork Leadership · Culture of One™ Framework

Before You Begin

This assessment is a mirror, not a report card. There are no perfect scores and no “good” or “bad” answers. The only way to get real value is to be honest about how things actually are in your team or organization over the last 3–6 months, not how you wish they were.

Think about the lived experience of your people: what they feel, see, and carry day to day. Answer from that place, not from your strategy, slide decks, or intentions.

Instructions: Consider your current team or organization as a whole and choose how often each statement has been true recently.

Scale: 1 = Never    2 = Rarely    3 = Sometimes    4 = Often    5 = Almost Always

Transformation begins with telling the truth. Your answers here help you see where the conditions for transformation are strong, and where you may still be living mostly in transaction.

Start Here Tell us who this snapshot is for
Purpose You Came From Something, Now Become Something
1. People in our organization can clearly describe why we exist beyond meeting goals, metrics, or external expectations.
2. People at different levels see a clear line between our stated purpose and the work they do day to day.
3. When we make big decisions, we explicitly connect them back to our purpose and values.
Commitment Choose — and Then Keep Choosing
4. When we commit to a new initiative that matters, leaders stay with it long enough to learn, adjust, and improve.
5. In our organization, we jump from one initiative to the next without giving people time to learn or see things through.
Common Language Discover Words That Remind You Who You Are
6. We have a shared language or framework for talking about leadership, culture, and transformation (not just generic buzzwords).
7. Across departments, people describe “what good leadership looks like here” in similar ways.
Vulnerability Open the Door That Fear Tells You to Keep Shut
8. Senior and mid-level leaders in our organization are willing to admit mistakes, ask for help, and share what they are learning.
9. People in our organization avoid surfacing hard truths or real challenges because they worry about how leaders will react.
10. It is normal and safe in our organization to talk about real struggles, not just successes and metrics.
Consistency Do Ordinary Things With Sacred Intention
11. Our stated values and culture commitments show up consistently in daily decisions, not just on posters or in presentations.
12. When pressure or crisis hits, we quickly abandon our stated values and “do whatever it takes” to survive.
Deep & Trusting Relationships Go Deep, Not Wide
13. There are strong, trusting relationships across levels (frontline, middle management, executive) in our organization.
14. Leaders regularly invest time in knowing their people beyond their roles and job titles.
15. Feedback (up, down, and across) is given in ways that strengthen trust rather than damage it.
Safe Space to Learn & Practice Create Space for Becoming
16. People are encouraged to experiment, learn, and practice new ways of working or leading—even if it is a bit messy at first.
17. When mistakes happen, our default response is blame and fear rather than learning and improvement.
Culture of One Pamana (Past) · Ung’gno (Present) · Kapwa (Future)
18. Pamana (Past): We actively honor our roots—our story, history, and those who came before us—when we make decisions about where we are going.
19. Ung’gno (Present): Leaders regularly pay attention to how people are actually feeling and experiencing our culture right now—not just what the numbers say.
20. Kapwa (Future): People feel they are building a shared future here—that “who I am” is deeply connected to “who we are becoming” together.