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Is Your Corporate Culture Ready for Conscio?
A quick self-check before entering a sacred space of conscious leadership.
How would you describe your organization's approach to culture?
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How would you describe your organization's approach to culture?
A
We see culture as a set of policies and procedures that we manage through compliance.
B
We have values and mission statements, but they aren’t consistently lived or embodied by all teams.
C
We see culture as a living system, where our shared values and vision create a powerful, regenerative force.
When faced with significant market or industry shifts, how does your organization respond?
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When faced with significant market or industry shifts, how does your organization respond?
A
We react with fear and look for a quick fix or external validation to guide us.
B
We analyze the data and create a new strategic plan, but we often miss the human-centered elements.
C
We lead with presence, seeking out the opportunities for innovation and deeper alignment within the shift.
How does your organization handle internal feedback and difficult conversations?
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How does your organization handle internal feedback and difficult conversations?
A
We often resist feedback, viewing it as a threat to our stability or success.
B
We listen to feedback, but there's a sense of defensiveness or a lack of follow-through.
C
We have a culture of psychological safety where feedback is a tool for collective growth and evolution.
How often has your organization engaged in deep "inner work" (e.g., cultural audits, team building, organizational psychology)?
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How often has your organization engaged in deep "inner work" (e.g., cultural audits, team building, organizational psychology)?
A
Not really, and there is resistance to engaging in this kind of deep transformation.
B
A little, but we've struggled to see the direct connection between inner work and business results.
C
We’ve done the foundational work, and now we’re ready to be stretched and guided toward systemic, lasting impact.
How does your organization's mission and purpose influence daily operations?
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How does your organization's mission and purpose influence daily operations?
A
Our mission is a marketing slogan, separate from the day-to-day work and decisions.
B
Our mission is understood, but it often gets lost in the pursuit of short-term goals and profits.
C
Our mission is the north star, actively driving our strategy and creating a sense of shared, purposeful work.
How would you describe your company's relationship to leadership?
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How would you describe your company's relationship to leadership?
A
We see leadership as a top-down, performance-driven function, focused on external results.
B
We talk about "conscious leadership" but struggle to integrate it beyond a few key individuals.
C
We see leadership as an embodied practice, with leaders at all levels demonstrating emotional intelligence and a commitment to shared purpose.
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