How We Work

Our assessments

Each of our assessments answers one question about where you are in the Tresane Model: in yourself, between you and one other person, or across a team. None of them gives you a type or a rank. Each gives you a picture of now, and a place to start.

Align self

What Matters Now

The question: What matters most to me right now, and why?
Who takes it: You, on your own, in a few minutes.
What you get back: Where your attention sits right now, which of your values tend to pull against each other, and three things to notice over the next week.
Why we use it: Values shape a lot of what we choose without our noticing. They come into view when two of them pull against each other. The phrases are our own words, built on Shalom Schwartz's theory of basic human values.

Ask for What Matters Now →

Everyday Skills: Myself New

The question: How often do I do the everyday things that keep my own work on track?
Who takes it: You, and if you ask them, the people you work with. Planning my week, keeping my word, staying steady under pressure, learning from what went wrong, reflecting and recovering.
What you get back: Which skills are higher than you guessed and which are lower, and, for one skill, the one or two behaviours where the shift is.
Why we use it: How often you do something is a thing you can change this week, and something the people around you can see.

Align relationships

WeQ 360

The question: How does the way I lead land with the people around me?
Who takes it: You, and the manager, peers and direct reports you invite. Everyone answers the same 22 statements across the three domains of the model.
What you get back: Your view beside theirs, statement by statement. Answers are shown by group, never by name, and a group shows only once three or more in it have answered. A manager's answers are shown as the manager's, and the manager knows that before answering.
Why we use it: The gap between how you see yourself and how others experience you is where a useful conversation starts.

Everyday Skills: One to one New

The question: How often do I do the things that make working with one person go well?
Who takes it: You, and the colleagues you ask, in about five minutes each. Listening, giving feedback, taking feedback, the hard conversation, handing off work, helping someone think it through.
What you get back: Your answers beside theirs, by group, on the same statements, and, for one skill, the one or two behaviours where the shift is.
Why we use it: A lot of leading happens one conversation at a time, and each of these is a behaviour the other person sees.

Align teams

WeQ Team Assessment

The question: How does this team actually work, and where do we see it differently?
Who takes it: The team, its leader and its stakeholders, in about fifteen minutes each.
What you get back: One scorecard across six areas, with the three views on the same scale, the gaps named, and a few Big Rocks worth committing to.
Why we use it: It is built on David Clutterbuck's six areas of team effectiveness. His model treats the six as connected, so a team can be strong in one area and quietly held back by another.

About the WeQ Team Assessment → See a sample scorecard →

Everyday Skills: the team New

The question: How often do I do the things that help a team run and learn?
Who takes it: You, and the people you ask, one short set each. Running the team: meetings, decisions, clear expectations, leading through a change. The team learning: fixing what keeps going wrong, recognizing good work, working with stakeholders, learning as a team.
What you get back: Your answers beside theirs, by group, on the same statements, and, for one skill, the one or two behaviours where the shift is.
Why we use it: A small change in how a leader runs the week is one the whole team can see.

About Everyday Skills

Everyday Skills is new, and in use with our first clients this fall. The full version covers nineteen skills, five plain behaviours each, in about twelve minutes, and the only question is how often you do each one. There is no percentile and no colour band. Before your scores show, you guess your two highest skills and your two lowest, so the comparison is with your own guess.

The same statements make up four short sets for the people you work with. Each set takes a colleague about four or five minutes, and anything they cannot see they can mark as not seen. Answers are shown by group, never by name, and a group shows only once three or more in it have answered. A manager's answers are shown as the manager's, and the manager knows that before answering.

Where to start

We use these with leaders and teams across Central Kentucky and beyond. Which one fits depends on where the pressure is right now.

The Tresane Model →The map these assessments sit on, in a few minutes.
Let's chat →Thirty minutes, no pitch and no slides.