You can feel the culture is off, but not exactly where or why. That matters more than it sounds.
Culture trouble comes in five shapes that feel identical from the inside and need completely different work: the culture was never really defined, trust has broken down, people have disengaged, the team is burning out, or you simply cannot see any of it clearly. Pour effort into the wrong one and the real problem stays untouched. This sorts out which one is actually holding you back, hands you a sequenced plan, and flags one thing for immediate action: if burnout is acute for anyone right now, that comes first regardless of the sequence.
This is a sorting instrument, not the fix. It will not define your culture or rebuild your team. It tells you which of those you need, and in what order, so you spend your energy on the real constraint instead of the loudest symptom. The fixing happens in the five guides it routes you to.
It takes about forty-five to sixty minutes and honest answers. The most useful answers are not the flattering ones, they are the ones your team would give if you were not in the room.
You cannot diagnose a culture you have not laid on the table next to how the team actually behaves. Before rating anything, describe plainly what your culture really is, not the aspiration, how much trust and collaboration exist, how engaged people truly are, how worn-down the team is, and whether you have any real way to see any of it.
Open the Culture and Team Health Baseline Snapshot →Now place your trouble across the five parts of culture and team health. Answer each the way it really is, not the way you wish it were. When you submit, this finds the single sub-domain most holding back the others and hands you an ordered plan.
A score you give yourself is worth checking. The five sub-domains sit in a dependency order: culture definition is most upstream, because everything else is unanchored without it, then collaboration and trust, then engagement, then wellbeing, and measurement is the sustaining layer that keeps it all visible. Your binding constraint is the lowest-scoring sub-domain that sits highest in that order. Use the map to confirm the finding names the real cause, not a downstream symptom.
Open the Culture Constraint Map →Turn the finding into a plan that names your first guide, what follows, and a real start date. Address acute burnout first if it is present. Then start with the guide for your binding constraint, add every other sub-domain scored below the healthy line in dependency order, drop any already healthy, and set a target for each. Do not run more than two guides at once.
Open the Prioritized Culture Action Plan →Culture work is the easiest thing to endlessly postpone, because it rarely screams. The date is the guardrail. Name the first guide, the first concrete action, the date, the owner, and what "started" will actually look like, then come back at reassessment to record how far each sub-domain has moved.
Return to the Prioritized Culture Action Plan →If the diagnostic surfaces that the real problem is your leaders, their capability, alignment, or the division they model, that is leadership development. If it is the HR mechanics, hiring, performance systems, or pay, that is hiring, HR and people. If burnout is really too much work for the capacity because of broken workflow, the workload mechanics are productivity and workflow. If people connect to no purpose because none has been set, that is strategic planning. And if the exhaustion is specifically your own, that is founder effectiveness.
You can name your single binding culture constraint in one plain sentence. You have a sequenced plan, not a vague sense that the culture is off. And you have a dated first action with an owner, with any acute burnout flagged for immediate attention rather than queued behind other work.