01 / PERSPECTIVE
Executive Leadership
C-Suite · EVP · President · SVP
Are strategic choices clear enough to travel through the business?
Strategy, tradeoffs, decision quality, and cross-functional ownership.
Guided assessment · Culture & Operating Alignment
What leadership intends. What teams experience. The distance between them.
Most organizations can describe their culture. Fewer can see where priorities, decisions, trust, and capacity stop working as intended. This assessment makes those operating gaps discussable—and gives you a place to start.
Guided rollout: we will confirm availability and scope before inviting anyone. Not a public, self-serve survey or an employee-performance rating.
One organization · Three perspectives
01Executive Leadership
02Leadership
03Employee Base
Start with one perspective. Add the next when you are ready. Each released module remains part of the same client-wide picture.
Not another score to admire. A clearer conversation about what to change.
The assessment asks a shared set of questions across seven operating dimensions, then adds questions tailored to each level. That common ground lets you compare perspectives without pretending everyone does the same job.
01
Purpose & priorities
02
Decisions & autonomy
03
Voice & trust
04
Coordination & handoffs
05
Manager support
06
Recognition & fairness
07
Capacity & tools
Choose your starting point
Three lenses. One connected picture.
An Executive, Leadership, or Employee Base assessment can stand on its own. Combining levels shows where intent is carried through—and where the experience changes on the way down.
02 / PERSPECTIVE
Leadership
VP · Senior management · Management · Supervisors
Can leaders translate intent into decisions teams can act on?
Priorities, escalation, coaching capacity, and handoffs.
03 / PERSPECTIVE
Employee Base
Individual contributors and other employees
Does the operating system work for the people doing the work?
Clarity, access to decisions, voice, capacity, and useful follow-through.
Built to grow with the engagement.
Begin with one level, pair Executive + Leadership or Leadership + Employee Base, or include all three. Later levels join the same client program; earlier reports stay intact. If waves happen far apart, the comparison is marked as historical rather than treated as a same-moment snapshot.
A report built for decisions.
When the response minimum is met, CNNCTD reviews an aggregate report with a picture of operating strengths, friction, and practical next moves. The point is not to rank people. It is to decide what to change and what evidence will show whether it worked.
01 / OUTPUT
Patterns by dimension
See where priorities, decisions, trust, handoffs, support, fairness, and capacity hold up—or need a closer look.
02 / OUTPUT
Perspective gaps
When multiple levels qualify, compare their views without exposing individual responses or overstating waves collected at different times.
03 / OUTPUT
Reviewed next moves
CNNCTD refines ownership, evidence, and review points before the report is released, so each next move can be acted on and checked.
How it movesDiscuss your starting point →
One clear path from a hard question to a useful next move.
See an illustrative report →- 01 / 04
Choose the lens
CNNCTD + Client Admin
Start with Executive, Leadership, Employee Base, or a combination. Agree on who is included and what decisions the report needs to inform.
- 02 / 04
Hear the team
Invited participants
The Client Admin coordinates invitations. People answer privately; no manager sees an individual response.
- 03 / 04
Make sense of it
Rubric + CNNCTD review
Only qualifying groups enter the aggregate view. The rubric surfaces patterns and proposed actions; CNNCTD reviews the interpretation.
- 04 / 04
Turn insight into work
Client leadership + CNNCTD
Review the released report, select owners and evidence for the next moves, and decide when to check whether anything changed.
The picture can grow without restarting.
Add another level later to the same client program. Earlier reports remain intact; the new perspective expands the picture. Waves collected at different times are labeled as such.
Trust is part of the instrument
Make it safe to tell the truth.
Aggregate, not individual
Client-facing reports do not show individual answers, respondent identities, or private comments.
A real minimum
Every included level needs at least five responses before its results can be released. Small answer groups are suppressed.
Choice through close
Respondents may withdraw through their survey link until the survey closes. Later corrections follow a documented process.
Limited raw retention
Raw answers and invitation links are scheduled for deletion 90 days after report release—or 90 days after close if no report is released.
Is this the right instrument?
Use it when the story and the work do not match.
Especially useful when priorities sound clear in meetings but fragment in execution, leaders describe strong support while teams keep escalating, or growth has outpaced how decisions and handoffs actually work.
What it is not
This is not an individual performance review, a diagnostic of a person, or a validated psychometric test. It does not claim one universal “culture score.” It gives your team structured evidence for operating decisions.
Start with the question your team cannot answer yet.
Tell us where the picture feels incomplete. We will help decide whether one level or a broader view is worth the effort. The assessment is arranged through a guided conversation, not purchased or launched from this page.
Looking for the free working files? Explore the Toolkit.