Cultiv8 Audits, Surveys & Diagnostics™

The 8C model applied to an organization: eight culture signals plus Consistency at the core, and the gap between the culture leadership believes exists and the culture the front line experiences.

Trust measured separately against four referents: senior leadership, the direct manager, peers and team, and the system. The gaps between the four are the finding.

Whether people believe it is safe to speak, to be wrong, to disagree, to not know, and to be different.

Whether workers believe management genuinely puts their safety first when it costs something, whether they can stop unsafe work without consequence, and whether the safety system is believed to protect anyone or believed to be paperwork.

Whether people are invested in the work and whether the day to day actually works. Two scores, reported separately, because a single blended number hides the at-risk cohort and the coasting cohort alike.

Whether people feel they belong, are heard, whether progression feels fair, and whether the experience differs depending on who you are.

Whether this organization has the capacity to absorb the change it is about to attempt, and which specific teams will fail the rollout.

What AI has done to how people work together here, and whether the organization can be honest about it. A culture audit, not a technology audit.

Who is likely to leave, who has already left without resigning, and which specific drivers are pushing them.

Whether people believe progression here is earned and fairly judged, who gets sponsored and who only gets advised, and where the pipeline is quietly leaking.

How a leader behaves when it is hard: under pressure, under criticism, under uncertainty, and when they are wrong. Maturity, not capability.

Whether managers here are effective, and separately, whether they have the capacity to be. Two forms: manager self-report (Form M, 30 items) and team report on their manager (Form T, 20 capability items). The gap between the two is the finding.

How a team actually functions beneath its delivery numbers. Whether it can disagree productively, whether work is shared or hoarded, whether decisions stick, and whether it learns from what goes wrong.

The five broad dimensions of personality at work, each split into two aspects. No result is good or bad.

A lens on what drives you, not a prediction. Nine patterns of motivation, each with its own core drive, core fear and direction under pressure.

Your natural behavioural style across the four DISC factors, read against what your current role actually demands. Part one is about you, part two is about your job. The distance between them is where the strain and the unused strength both sit.

Whether the way your work is set up is sustainable for you, and if it is not, what specifically is causing that. Measures causes rather than symptoms, grounded in the job demands-resources literature. Also administered as A7 (Workload Sustainability Audit) at the organizational level.

Whether someone is ready to lead people, and if not, what specifically is missing. For aspiring and new managers.

The distance between what you actually value and what your work asks of you, and where that distance is costing you.

What you do when your goals and someone else's collide, what you do when that conflict escalates, and the gap between the two.

How you communicate when you want something to happen, and how that lands on other people. Four dimensions scored independently. This is not a type instrument; the profile is the pattern of relative height.

Where a person stands in an AI-changed labour market, and what to build next. Six dimensions covering fluency, judgement, exposure, complement, adaptability and positioning.