Page 1 of 4
How Much Is Your Manager Capacity Gap Costing Your Organization?
This assessment takes less than 3 minutes. Based on your answers you will receive a custom cost analysis and a recommended next step for your organization.
Before we begin — approximately how many employees does your organization have?
*
Before we begin — approximately how many employees does your organization have?
A
Under 100
B
100 to 500
C
500 to 2,000
D
2,000 or more
SECTION 1 — MANAGER CAPACITY
When your managers come out of back-to-back meetings and go directly into a coaching conversation or a team conflict, how would you describe their capacity to show up regulated and present?
*
When your managers come out of back-to-back meetings and go directly into a coaching conversation or a team conflict, how would you describe their capacity to show up regulated and present?
A
Consistently capable — they manage the transition well regardless of what came before
B
Usually, but not always — it depends on the day and what came before
C
Noticeably affected — what came before follows them into the next conversation
D
We have not thought about this as a variable that affects performance
Is recovery time between high-stakes conversations or difficult interactions built into your managers' schedules as a deliberate design choice, or does it happen by accident when calendars allow?
*
Is recovery time between high-stakes conversations or difficult interactions built into your managers' schedules as a deliberate design choice, or does it happen by accident when calendars allow?
A
It is intentionally designed into how we structure our managers' days
B
It depends on the manager — some protect it, most do not
C
Rarely — most managers' days are back-to-back by default
D
It has never been considered as a design variable that affects performance
After a difficult event — a conflict, a crisis, a major deadline — how long does it typically take for your managers and their teams to return to normal functioning and full productivity?
*
After a difficult event — a conflict, a crisis, a major deadline — how long does it typically take for your managers and their teams to return to normal functioning and full productivity?
A
Within a day or two — they move through it relatively quickly
B
Within a week — there is a recovery period but the team finds its footing
C
It lingers for weeks — there is a noticeable drag on performance and morale
D
The team never quite resets — the next difficult thing arrives before they have recovered from the last
How would you describe the emotional tone your managers typically set in team meetings?
*
How would you describe the emotional tone your managers typically set in team meetings?
A
Calm and consistent, regardless of what else is happening in their day
B
Inconsistent — it varies significantly depending on their own stress level
C
Visibly stressed in ways the team clearly feels and responds to
D
Hard to read, which creates low-level uncertainty and anxiety in the team
SECTION 2 — TEAM SIGNALS
How is voluntary turnover trending among your highest performers in the last 12 months?
*
How is voluntary turnover trending among your highest performers in the last 12 months?
A
Stable or improving — we are retaining the people we need to retain
B
Slightly increasing — we have lost a few people we wish we had kept
C
Significantly increasing — we are losing talent at a rate that concerns us
D
We are losing people we cannot afford to lose and we are not entirely sure why
How would you describe the relationship between your managers' own stress level and their team's performance and retention?
*
How would you describe the relationship between your managers' own stress level and their team's performance and retention?
A
No clear connection we have noticed or measured
B
Some managers seem to affect their teams more than others but we are unsure of the cause
C
When key managers are struggling, their team's performance and retention noticeably suffers
D
We are losing good people under specific managers and we do not have a clear explanation for why
After significant organizational stress — a restructure, a difficult quarter, a leadership change — how long does your workforce typically take to restabilize and return to full engagement?
*
After significant organizational stress — a restructure, a difficult quarter, a leadership change — how long does your workforce typically take to restabilize and return to full engagement?
A
Within a few weeks — our people move through change relatively well
B
A few months — there is a recovery period but the organization finds its footing
C
Six months or longer — the effects linger significantly longer than we would expect
D
Honestly we move to the next challenge before the last one is fully processed
SECTION 3 — ENVIRONMENT
Does your workplace have designated quiet spaces or protected time for focused cognitive recovery during the workday?
*
Does your workplace have designated quiet spaces or protected time for focused cognitive recovery during the workday?
A
Yes — we have them and they are actively used
B
We have them but they are largely underused or not promoted
C
No, but it is something we are actively working toward
D
No, and it has not been considered as something that affects performance
Are meetings in your organization structured with intentional transition time between them, or do they run back-to-back as the default?
*
Are meetings in your organization structured with intentional transition time between them, or do they run back-to-back as the default?
A
Transition time is intentionally built into our meeting culture
B
Sometimes — it depends on the team and the calendar
C
Rarely — back-to-back is the norm but most people seem to manage
D
Back-to-back is the default and we treat it as a sign of productivity
In your organization, are employees who need adjustments or support more likely to ask for them openly — or to quietly work around the gaps and manage the difference themselves?
*
In your organization, are employees who need adjustments or support more likely to ask for them openly — or to quietly work around the gaps and manage the difference themselves?
A
They ask openly and are consistently accommodated without stigma
B
It depends significantly on their manager and team culture
C
Most work around it quietly — asking feels risky to their professional reputation
D
We suspect many employees are compensating significantly but we have no visibility into this
SECTION 4 — MEASUREMENT
How do you currently measure the day-to-day stress capacity and nervous system health of your workforce and management layer?
*
How do you currently measure the day-to-day stress capacity and nervous system health of your workforce and management layer?
A
We have real-time or near-real-time data on how our people are actually functioning
B
We use pulse surveys throughout the year to get a reasonably current picture
C
We rely primarily on annual engagement surveys and informal manager observation
D
We do not have a reliable way to measure this in real time — we typically find out when something has already gone wrong
Submit
