Use the Leadership Team Health Monitor template to keep track of your leadership team's health. Keep this template in your team space and if there are any areas that you're not confident are green, dive into the plays to get back on track.

We've provided an example to get you started. You can delete this column once you're ready to add your own Health Monitor notes.


Leadership teamSample Leadership Team Health MonitorSponsorDanielle Koerner Health monitor cadenceMonthly

Overall health: HEALTHY   BIT SICK   SICK

AreaExampleDateDateDateDate





Balanced team

You have the right people, and they know what is expected of them. Team roles are explicit and who is accountable for what is well understood. The team is the right size to be effective.

The leadership team has the right players on-board.

For our strategic bets, we're clear who owns what, but when ad-hoc stuff comes up we quickly fall apart.





Team cohesiveness

Members proactively provide their experience and insights to make the group more effective. There is trust and respect across the group.

We work well together and there's a healthy degree of trust in the group.

However we need to be stronger in constructively challenging each other. We're not sharing ideas early enough and not pushing each other - sometimes it all feels too `nice`.





Shared understanding

The team has a shared vision and collective purpose which they support, and confidence they have made the right strategic bets to achieve success.

Our vision is clear and we're happy that we've made the right strategic bets.



Value and metrics

The group is clear on their unique value proposition for growing the business and they can measure the intended impact. Success is defined, and measures identified.

We have clearly defined measures of success. Our KPIs are tracked on our dashboard and we review these during our monthly business reviews. We've got our fingers on the pulse.



Decision making

Decisions are made at the right level with an appropriate degree of urgency and discussion in considering both short and long term implications with trade offs actively considered. Decisions are timely and effectively communicated.

Decision making can feel clunky. Sometimes we go too deep on low risk, low impact decisions - when we should just make the call and crack on.

Other times we don't sweat the details on high impact and high risk decisions. Our radar is off. We need to be better at considering trade-offs.





One-pager

Each member stands behind the groups vision and value, and this is documented in plain English for other teams to understand.

Our one-pager is the strategy page on our Confluence space.



Managed dependencies

Clear communication between team members to share insights, knowledge and learning which could lessen risk, complexity, resources, effort, and timelines facing the team.

You are viewed as "easy to do business with" from your key stakeholders.

Generally ok, we're surviving through "water cooler" conversations.

This is becoming increasingly difficult to manage and will go red if we don't establish clear lines of communications with partner teams. Watch here.





Velocity

The team reflects on, then leverages lessons learned and success to make more effective decisions faster. The group is renowned for and has established patterns for GSD (Getting $#!T Done).

We're making solid progress. Our key business metrics are trending well.



Notes, actions and due dates

DateNotes & Actions

One focus area: Decision making

  • @mention <action> due date DD/MM/YY.
  • @Susan to add a standing agenda item to our weekly leadership team meeting to debate open decisions. We'll start from our next meeting on .
  • @Jay to capture all open decision and update into a decision register by .
  • @Jay to assign all open decisions a single Driver and define a single approver by .
  • All decision Drivers to complete a Decision DACI, using the DACI Decision play by .