The Organizational Diagnostic
Is it the person, the seat, or the system?
Turnover you cannot explain. Decisions that stall. Morale sliding for reasons nobody will name. The cause might be the person, the seat they are in, the process around them, or the tools they work with. Usually it is more than one, which is why single fixes keep failing.
Why leaders reach out
Morale is sliding and you cannot pin it down.
A few comments that did not sit right, or reviews from people who never said any of it to you.
Career pathing feels overdue.
You know your people want to see a future with you, and you are not sure where to start building it.
Some seats feel wrong.
You suspect a few people are misplaced because of how they are wired rather than what they can do, and you are unsure how to proceed.
One engagement answers all three. The diagnostic reads voice, wiring, and performance together.
One loud opinion can look like a pattern, and a fix that solves it for one person creates the next problem two desks over. So we read the whole system: culture, process, structure, and the tools people work in.
How it runs
Most owners find out why people leave in exit interviews. That's too late! Our interviews find out why people stay, and what would make them stay longer, while there is still time to act on it.
Frame
Trust, by design
We agree on who is interviewed, what is confidential, and the date your people will hear back. Everyone knows the rules before anyone talks.
Listen
Every voice, verbatim
We sit down with each person for 45 to 55 minutes, in person where we can and online where we cannot. We hold to five fixed themes, so every conversation covers the same ground. Add the Clarifyt MAP, our own assessment, for a sharper read on how each person is wired. If you already use one you trust, we work from that.
Code & Verify
An evidence database
We code every observation and audit it back to the transcript it came from. We put nothing in a report that we cannot trace to something a person actually said.
Synthesize
Decisions, not data
We order the findings by how many unrelated people raised them. You get what is working, where the risk sits, and what to do first.
Activate
Visible action
We go back to your whole staff with what came out of it and what you are doing about it, on the date we promised them at the start.
Three sources, one picture per person
Voice
What they told us, in a structured conversation they trusted.
Wiring
How they are built, which we read against the seat they are actually in.
Performance
What their manager sees, given to us as structured answers rather than as a performance review.
Wiring comes from a validated assessment, read against the seat the person actually sits in rather than scored in the abstract.
People only tell you the truth if it is safe to
We do not promise anonymity. This work leads into career and performance conversations, so it is not a promise we could keep. What we promise instead is care with what your people tell us, and enough of it reaching you that saying it was worth their time.
- The recordings and transcripts stay with us. Nobody at your company reads them.
- Every finding traces back to something a person actually said.
- Findings are reported as themes, not as individuals. Where a quote is used for context, it is attributed to a team rather than to a person.
- We agree at the start who will see the findings, and your people are told the same terms you are.
What you walk away with
A tool your team keeps using
What is working, where the risks are, the quick wins, and a career card for each person. Leaders reopen it months later.
Two reports, on purpose
One for the leadership conversation, and a confidential one for the owner, so hard feedback about leadership reaches them without being broadcast.
Quick wins you can start on
Cheap, fast, and tied to something the evidence actually showed.
A real answer for your staff
Everyone hears what came out of it and what is being done about it, on the date we promised at the start.
The diagnostic can extend into written career pathing guides for each person and coaching guides for each manager, informed by wiring and performance data. These layers are described on the pricing page.
How many people we talk to
Two ways to run it, and we agree which before we start. We interview everyone available, which gives you a read on every person. Or we interview a representative sample, spread across departments, tenure and seniority, which reaches the same themes in fewer conversations.
Where we talk to a sample rather than everyone, we say plainly that the findings describe the group, not each person we did not sit down with. The report says so too.
What do we do with what we find?
That depends on what your people told us.
Usually the evidence points at one of three things. A build phase, where we work through the findings in priority order and leave the systems behind us, which is the SeekBuild System. Leadership development, where what has to change is how a few people lead rather than how the company runs, which is usually the cohort. Or hiring capacity, where the real constraint is that you cannot get the right people through the door, and the answer is recruiting rather than anything we would build for you.
Sometimes the quick wins are enough for a while, and we will tell you when that is the case. We do not decide this in advance, and the diagnostic is not a way of arriving at a bigger engagement.
Whatever comes next, we build it on the same evidence, so you never start the conversation over.
Talk through what you are seeing
A short call to work out whether a diagnostic is the right thing for your company right now. If it is not, we will tell you.