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Three tiers, each written twice: once for the person leading the team and once for a team member taking it. Sample numbers are used so you can read each report in full. Not linked anywhere on the site.
Written for the person leading the team
Adeline Tiah
Your personal assessment report
Prepared for Sample Reader
Your leadership
Your profile
80%
Overall TRUST score
Trust is already working on your team. The work now is keeping it that way.
This report has two parts. The first tells you what your overall score means for your team. The second walks through the five TRUST conditions, with the diagnostic that matches the score you gave each one. Read the first part once. Return to the second part when you decide where to start.
You scored 80 percent. That puts your team in a small group. Most teams do not operate this way, and the fact that yours does is not luck. It is built from a long series of small decisions about how you show up, what you reward, and who you listen to when the room goes quiet.
A high score does not mean your team has no problems. It means your team has the conditions to solve them. People speak before decisions are final. Risks get raised while they are still small. When a project fails, the team picks up the pieces together rather than looking for a name.
The more interesting question is no longer whether trust exists on your team. It is whether it survives the next change. A new boss, a merger, a quarter that goes badly, or a growth spurt that puts ten new people into a team of eight. Those are the moments when a strong culture either holds or quietly thins out.
Strong teams rarely fall apart in a single dramatic moment. They erode quietly. The leader gets busier and stops asking. One senior voice starts filling the silences. A reward goes to the person who shipped the visible thing and not to the person who prevented the invisible problem. Six months later the same team is polite, careful, and slower.
Your work now is maintenance, and maintenance is unglamorous. It looks like protecting the rituals you already have when the calendar gets tight. It looks like being the first person to say the uncomfortable thing when everyone else has decided to let it pass.
Your strongest pillar is doing real work. Do not reengineer it. Notice what made it strong, name it out loud to your team, and hand the practice to someone else so it does not depend on your presence.
Your lowest pillar is the one this quarter should touch. Even in a high scoring team, one condition tends to lag. That gap is where the next incident will come from.
You do not need a programme. You need one behaviour, repeated, in front of people who can see you do it.
Find a quiet moment with the person who speaks least in your meetings. Do not ask about the project. Ask what they notice that the rest of the room misses. Listen for ten minutes and resist the urge to solve anything.
Each condition is scored from 3 to 15. The reading below matches the score you gave yourself, so it reflects how you see this team today rather than a verdict on it.
T Transparent Connections
HIGH · 13/15
Your transparency has become your trust currency.
You have built something rare. Your people know who you are, not just what you do. They understand your values and feel safe enough to tell you hard truths. The opportunity now is to turn your transparency from a personality trait into a leadership practice that others can learn. Show your team how you share your intentions before major decisions. Build rituals that invite honesty, like a regular round on what is not working. Help your people develop the same openness with each other, so the culture does not depend on you alone. Transparent cultures multiply when leaders model openness consistently and invite others to lead the same way.
Three things to try
R Risk-Enabled Culture
HIGH · 12/15
You have created permission to fail, and that is a competitive advantage.
Teams that can experiment without fear innovate faster, recover better, and keep their best people longer. You are in that category. Your team tries things, fails, learns, and tries again, without waiting for your approval or bracing for your reaction. The next frontier is making your risk culture explicit and able to scale. Describe what smart risk-taking actually looks like on your team. Share your own failures deliberately, not as performance but as a genuine signal that imperfection is how growth works. And create ways for your people to back each other's experiments, so risk-taking becomes a team norm rather than something only you can grant.
Three things to try
U Unguarded Voice
HIGH · 14/15
Your team speaks up, and that changes everything.
You have built a team where the real conversations happen in the room rather than after the meeting. Every voice carries weight, the quieter people are noticed and included, and difficult topics get surfaced instead of avoided. This is rare, and it is directly tied to your team's ability to make good decisions, catch risks early, and hold up under pressure. Protect this culture, especially as the team grows or comes under pressure to conform. Coach your people to run conversations the way you do, so that unguarded voice becomes a team capability rather than a reflection of your style alone.
Three things to try
S Systemic Accountability
MEDIUM · 11/15
Accountability is present, but inconsistent.
Your team has a sense of responsibility, but it is uneven. Some people hold themselves accountable reliably, while others need more oversight. The gap is usually not motivation. It is clarity. People cannot be accountable to standards they are unsure of, or inside systems that make it easy to pass the buck. The most effective move here is to examine your structures rather than your people. Are your team norms explicit? Are your processes designed so that accountability is the easiest path rather than the hardest? Do your recognition and reward practices actually reinforce the behaviours you want, or are they rewarding volume, visibility, or seniority instead?
Three things to try
T Team-Focused Results
HIGH · 13/15
Your team competes together, not against each other.
You have built a team that is genuinely oriented toward collective success. People put the whole above their part, invest in how they work together, and hold their cohesion under pressure. This is one of the hardest team qualities to create and sustain, and one of the most powerful. Your opportunity now is to make your team's model visible. Other leaders in your organisation can learn from how you built this. Consider capturing what makes your team's collaboration work: your rituals, your norms, your way of deciding together. That knowledge should not live only inside your team. It has value across the organisation.
Three things to try
You are in a good position. The work from here is protecting what you have built while it scales, so that other people can carry the culture without you in the room. This report is a self assessment. The fuller picture comes from a 360, where your team answers the same questions about their experience of your leadership. The gap between the two is where your next piece of growth lives.
This is how you see yourself. The fuller picture comes from a 360, where your team reflects on the same five conditions from their experience of your leadership. The gap between the two is where growth begins. To explore that conversation in depth, reach out at adelinetiah.com.