Over my time as a senior leader, I inherited a lot of teams. These teams came in various states of health. It was important for me to do some forensics and determine a path to either keep teams thriving or find a way to get them there. I needed a framework for evaluating teams.

In reality, this framework started coming together in a much more mundane way. Every year we had to outline a set of goals for our teams. The goals fell into categories that were always passed down from the top. Being a reductionist, I started seeing patterns in the categories that got handed down from year to year. They had different names of course. And different wording. But I began to see that there were only so many dimensions that a team can organize goals around and on the flip side only so many ways a team can be evaluated on their progress toward those goals.

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