The True Colors Culture Clarity Assessment

Culture Clarity Assessment

A first step to leading culture with purpose for leaders
Get Clear on the Culture You’re Leading

Strong cultures do not happen by accident. They are defined, communicated, and reinforced with purpose. This self-assessment is a practical first step to help you clarify how your culture currently operates so you can lead it more consistently, scale it more intentionally, and align it with business outcomes. In just a few minutes, you will gain a structured view of where your culture is strong and where it may need more traction. Once complete, you will receive a personalized Culture Summary and suggested next steps to deepen alignment across your organization.
Begin Your Culture Profile

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- BEFORE YOU BEGIN
  
  Before starting the assessment, it can be helpful to have some context. We recommend taking about 5 minutes to review The $223 Billion Blind Spot Guide. Many people find that this short read makes it easier to understand key cultural concepts and provides more meaningful responses. Once you’ve reviewed the guide, you’ll be ready to begin, or if you’d rather skip it, scroll down to the Next button to move on to the first question.

WELCOME!

Thank you for investing in your organization's culture journey. For the most valuable insights, please answer based on your current reality rather than future aspirations. Your honest perspective is what makes this assessment powerful.
Our leadership team shares a consistent understanding of what our culture is.*

All leaders can articulate our cultural identity with confidenceMost leaders share a similar understanding with minor variationsLeaders have a general sense, but definitions vary somewhatLeaders have different interpretations of our cultureThere is no shared understanding among leaders
I can describe our culture clearly and confidently.*

I can explain our culture in detail to anyone, anytimeI can describe our culture well in most situationsI have a basic understanding but struggle with specificsI have only a vague sense of our cultureI cannot clearly describe our culture
Our stated values show up in daily behavior rather than staying as words on a wall.*

Values are consistently demonstrated in all daily interactionsValues are evident in most behaviors and decisionsValues appear sometimes but not consistentlyValues are rarely seen in actual behaviorValues exist only on paper, not in practice
Our leadership team regularly reinforces culture in their communication and decision-making.*

Culture is referenced and reinforced in every leadership communicationCulture is frequently mentioned and considered in decisionsLeaders occasionally reference cultureCulture is rarely mentioned in leadership communicationsLeaders never reference culture in their communications
Employees are clear on the behavioral expectations that support our culture.*

All employees can clearly explain what behaviors are expectedMost employees understand the behavioral expectationsSome employees understand expectations, while others are unclearFew employees understand what behaviors are expectedEmployees have no clear understanding of behavioral expectations
Awareness Raw Score
Awareness Normalized %
Primary Focus Area Awareness
Leaders actively model the behaviors our culture promotes.*

All leaders consistently demonstrate cultural behaviorsMost leaders regularly model expected behaviorsSome leaders model behaviors, others do notFew leaders demonstrate positive cultural behaviorsLeaders rarely model the behaviors we expect
Decision-making reflects our cultural priorities as well as business goals.*

Cultural values are always considered equally with business metricsCultural values frequently influence major decisionsCultural values sometimes factor into decisionsCultural values rarely influence decision-makingDecisions are made purely on business metrics
Managers are prepared to lead culture alongside operational responsibilities.*

All managers are skilled and confident in leading cultureMost managers effectively balance culture and operationsSome managers handle culture well, others struggleFew managers are equipped to lead cultureManagers focus only on operations, not culture
We have clear criteria for when and how culture "add" influences our hiring decisions (Culture "add" means bringing in people who enhance and expand the culture, not just fit the existing culture.)*

We have well-defined guidelines for weighing cultural "add" based on role type and organizational impactWe generally know when cultural "add" should be prioritized, though application isn't always consistentWe sometimes discuss cultural "add" importance, but lack clear decision-making frameworksWe rarely have structured discussions about the role of cultural "add" in specific hiring decisionsWe don't have any framework for considering cultural "add" in hiring decisions
Onboarding introduces expectations around behavior, not only policies and logistics.*

Behavioral expectations are thoroughly covered in onboardingBehavioral expectations are well-addressed in onboardingSome behavioral expectations are covered in onboardingMinimal behavioral expectations are covered in onboardingOnboarding focuses only on policies and logistics
Performance evaluations include how individuals contribute to our culture.*

Cultural contribution is a major component of all performance reviewsCultural contribution is regularly assessed in performance reviewsCultural contribution is sometimes mentioned in reviewsCultural contribution is rarely addressed in reviewsPerformance reviews focus only on job tasks and results
Accountability reflects how work is done, not only what gets delivered.*

Process and behavior are always considered in accountabilityHow work is done is frequently part of accountability discussionsProcess is sometimes considered alongside resultsAccountability rarely includes how work is doneAccountability focuses exclusively on deliverables and outcomes
Recognition highlights both business outcomes and values-driven behavior.*

All recognition equally celebrates results and cultural behaviorsRecognition frequently includes both outcomes and behaviorsRecognition sometimes acknowledges cultural behaviorsRecognition rarely includes cultural behaviorsRecognition focuses only on business results
Employees understand what it means to succeed within our culture.*

All employees clearly understand the path to success hereMost employees understand how to succeed in our cultureSome employees understand success factors, while others are unclearFew employees understand what success looks like hereEmployees have no clear understanding of cultural success
Cultural expectations are applied consistently across departments and leaders.*

Standards are identical across all departments and levelsStandards are mostly consistent with minor variationsSome consistency exists, but with notable differencesStandards vary significantly across departmentsEach department operates with different cultural standards
Alignment Raw Score
Alignment Normalized %
Primary Focus Area Alignment
We have systems and routines that reinforce desired behaviors in day-to-day work.*

Multiple systems consistently reinforce cultural behaviors dailySeveral systems regularly support cultural behaviorsSome systems occasionally reinforce cultural behaviorsFew systems support cultural behaviorsNo systems exist to reinforce cultural behaviors
Our values influence how we meet, collaborate, and make decisions.*

Values shape every aspect of how we work togetherValues frequently guide our collaborative processesValues sometimes influence how we work togetherValues rarely impact our collaborative processesValues have no influence on how we work together
We invest in leadership and development that reinforces cultural consistency.*

All development programs strongly emphasize cultural alignmentMost development includes significant cultural componentsSome development programs address cultural elementsDevelopment programs rarely include cultural componentsDevelopment focuses only on skills, not culture
Our culture supports the way we execute strategy and drives performance.*

Culture is the primary driver of how we execute strategyCulture significantly supports strategic executionCulture sometimes helps with strategic executionCulture rarely supports strategic executionCulture has no connection to strategic execution
We have made decisions that protected our culture, even when it required trade-offs.*

We consistently choose culture over short-term gainsWe frequently make decisions that protect cultureWe sometimes prioritize culture in difficult decisionsWe rarely choose culture over other prioritiesWe have never sacrificed other priorities for culture
We take steps to maintain cultural consistency during times of growth or change.*

Culture is actively protected and reinforced during all changesCulture is frequently considered during growth and changeCulture is sometimes addressed during periods of changeCulture is rarely considered during growth or changeCulture is ignored during times of growth or change
Culture is reflected in daily behavior without constant reinforcement.*

Cultural behaviors happen naturally without any promptingCultural behaviors usually happen without much reinforcementCultural behaviors sometimes occur naturallyCultural behaviors require frequent reinforcementCultural behaviors only happen when actively enforced
We apply our cultural principles when making leadership and organizational decisions.*

Cultural principles always guide leadership decisionsCultural principles frequently influence leadership decisionsCultural principles sometimes factor into leadership decisionsCultural principles rarely influence leadership decisionsLeadership decisions ignore cultural principles
Action Raw Score
Action Normalized %
Primary Focus Area Action
Employees feel safe sharing honest feedback across all levels.*

Everyone feels completely safe giving feedback to anyoneMost people feel comfortable sharing feedback across levelsSome people feel safe giving feedback, others do notFew people feel safe sharing honest feedbackNo one feels safe giving feedback across levels
Feedback is given and received respectfully, consistently, and openly.*

All feedback exchanges are respectful, consistent, and openMost feedback is given and received wellFeedback quality varies depending on the people involvedFeedback is often poorly given or receivedFeedback exchanges are typically disrespectful or defensive
Constructive conflict is addressed directly and resolved with intention.*

All conflicts are addressed quickly and resolved effectivelyMost conflicts are handled well and resolved constructivelySome conflicts are addressed well, others are avoidedConflicts are rarely addressed directly or resolved wellConflicts are avoided or handled poorly
Communication across departments is timely, inclusive, and transparent.*

All cross-departmental communication is excellentMost cross-departmental communication is effectiveCross-departmental communication is inconsistentCross-departmental communication is often poorDepartments rarely communicate effectively with each other
Change is communicated clearly and aligned with our values.*

All change communication is clear and values-alignedMost change communication is clear and values-basedChange communication is sometimes clear and values-alignedChange communication is often unclear or misaligned with valuesChange communication is poor and ignores our values
Our culture remains steady across departments, teams, and locations.*

Culture is identical across all departments, teams, and locationsCulture is mostly consistent across different areasCulture varies somewhat across departments or locationsCulture differs significantly across different areasEach department or location has an entirely different culture
We are resilient and adaptable during change.*

We thrive during change and adapt quicklyWe handle change well and adapt effectivelyWe manage change adequately with some difficultyWe struggle with change and adapt slowlyChange is very challenging for us, and we resist adaptation
Leaders stay grounded and consistent during periods of transition.*

All leaders remain steady and consistent during any transitionMost leaders handle transitions well and stay consistentSome leaders handle transitions well, others struggleFew leaders remain consistent during transitionsLeaders become inconsistent or unreliable during transitions
We lead change using our cultural strengths, rather than simply reacting.*

We always leverage our cultural strengths to drive changeWe frequently use our cultural strengths during changeWe sometimes apply our cultural strengths to changeWe rarely use our cultural strengths during changeWe only react to change without using our cultural strengths
Our culture plays a direct role in retention, motivation, and engagement.*

Culture is the primary driver of retention, motivation, and engagementCulture significantly impacts retention, motivation, and engagementCulture somewhat influences retention, motivation, and engagementCulture has little impact on retention, motivation, and engagementCulture has no connection to retention, motivation, or engagement
Collaboration and innovation are shaped by how we work together.*

Our collaborative approach drives exceptional innovationOur way of working together supports good collaboration and innovationOur collaborative approach sometimes supports innovationOur way of working together rarely supports innovationOur collaborative approach hinders innovation
Employees cite our culture as a reason to stay or refer others.*

All employees actively promote our culture to othersMost employees speak positively about our cultureSome employees appreciate our culture, others are neutralFew employees speak positively about our cultureEmployees rarely mention culture as a positive factor
Our culture attracts the kind of people we want on our team.*

Our culture consistently attracts ideal candidatesOur culture frequently attracts the right peopleOur culture sometimes attracts good candidatesOur culture rarely attracts the people we wantOur culture attracts people who don't fit what we need
Reinforcement Raw Score
Reinforcement Normalized %
Primary Focus Area Reinforcement
Which of the following best describe your current culture? (Select up to 3):*

PURPOSE-DRIVEN / Centered around a shared mission that gives work deeper meaningRESULTS-FIRST / Prioritizes performance, outcomes, and achieving business goalsPEOPLE-FOCUSED / Invests in the well-being, growth, and experience of individualsINNOVATIVE & CREATIVE / Emphasizes new ideas, experimentation, and breaking new groundRULE-ORIENTED / Relies on structure, consistency, and defined proceduresFAST-PACED & REACTIVE / Responds quickly to demands, often operating with urgencyLEARNING-ORIENTED / Emphasizes growth, coaching, and knowledge-sharingEMPOWERING & EVOLVING / Supports autonomy, development, and continuous adaptationINDEPENDENTLY OPERATING TEAMS / Departments function with autonomy, sometimes with limited cross-collaborationPROCESS-ORIENTED / Values consistency, predictability, and well-defined systemsCOLLABORATIVE / Prioritizes teamwork, consensus, and shared ownershipCUSTOMER-CENTRIC: / Organized around meeting customer needs and expectationsDATA-DRIVEN / Decisions are based on evidence and analytics rather than intuition aloneUNDEFINED OR INCONSISTENT / Culture varies widely or lacks a clear identity
Common Areas of Culture in an Organization

Values, Leadership, Communication, Behaviors, Work Environment, Employee Experience, Decision-Making, Collaboration, Customer Orientation, Vision and Purpose, Learning and Growth, Diversity and Inclusion, Recognition and Rewards, Change and Adaptability.
In your own words, how would you describe your culture today? Describing your culture clearly is more challenging than most leaders expect. Taking time to articulate it is part of building awareness. If you’re already confident in your description, good for you! That clarity is a strength. If not, this is a valuable place to start.
Where do you think your culture shows up strongest right now? (Which part of your organization’s culture feels the most visible, consistent, or lived out in daily behaviors?)
What aspects of your current culture could create risk if left unaddressed? (Areas where the culture might be imbalanced or overextended)
While this report highlights the area that may need the most attention based on your responses, your instincts as a leader are equally important. Which of the following areas feels most important to focus on next? (Select up to two):*

Clarify what our culture actually isAlign hiring and onboarding practicesEquip leaders to model and reinforce valuesImprove communication and trustSupport culture through systems and routinesPrepare to collect employee input through an Employee Experience SurveyNot sure yet. I would like help mapping it out
Additional Reflection Questions
If someone asked you what it’s like to work in your organization, what would you say?
What aspects of your culture are most important to protect?
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Culture Clarity Assessment

Get Clear on the Culture You’re Leading

Begin Your Culture Profile

WELCOME!

Common Areas of Culture in an Organization

Additional Reflection Questions