The Signal Diagnostic

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Industry

This diagnostic was developed by Integra Business Leadership Academy and is grounded in the Signal Model — a proprietary framework built from over 200 organizational performance factors. The statements reflect both timeless execution challenges and the realities organizations are navigating today. Your results will reveal which of the five Signal Model performance categories most need your attention. How to Use this Diagnostic
1. Go to the Diagnostic tab.
2. Work through all 6 sections. Each takes 2 to 3 minutes.
3. Rate each statement: 1 (rarely or never), 2 (sometimes), or 3 (often or always).
4. Be honest — the value is in what you find, not how it looks.
5. When complete, go to the Results tab to see your priority areas.

Rating Guide
1 = Rarely or never — this is not a problem we experience
2 = Sometimes — this comes up but not consistently
3 = Often or always — this is a real and recurring problem

Your Market and Strategy

Section 1 of 6

We launched AI pilots that produced no results or no adoption across the organization. *

Rarely/Never
Sometimes
Often/Always

Our strategy was written before the market shifted and has not been updated to reflect what we are actually facing now. *

Rarely/Never
Sometimes
Often/Always

We are regularly surprised by market changes and forced to react quickly. *

Rarely/Never
Sometimes
Often/Always

We keep investing in strategies that are not working rather than adjusting based on market data. *

Rarely/Never
Sometimes
Often/Always

We make strategic decisions based on leadership opinions rather than customer input. *

Rarely/Never
Sometimes
Often/Always

Leaders and managers consistently make decisions that do not align with our strategy. *

Rarely/Never
Sometimes
Often/Always

Your Organization and How Work Gets Done

Section 2 of 6

We added tools, platforms, and technology to solve execution problems and the problems got worse. *

Rarely/Never
Sometimes
Often/Always

Remote and hybrid work has created invisible silos that nobody is actively managing. *

Rarely/Never
Sometimes
Often/Always

Decisions are changed by people above who were not directly involved in the work, creating rework and frustration. *

Rarely/Never
Sometimes
Often/Always

High-value people are doing work that could be automated or others with less experience could be doing. *

Rarely/Never
Sometimes
Often/Always

Similar work gets done by different teams who are unaware the other exists. *

Rarely/Never
Sometimes
Often/Always

Fire drills are a consistent and accepted way of working in this organization. *

Rarely/Never
Sometimes
Often/Always

When results fall short my teams point at each other rather than addressing the systemic problem. *

Rarely/Never
Sometimes
Often/Always

Your People and Their Capability

Section 3 of 6

Our people know how to use AI tools individually but we have no shared approach to how they integrate into the way we actually work. *

Rarely/Never
Sometimes
Often/Always

We have leaders who are technically strong but unable to lead a business unit and they are next in line. *

Rarely/Never
Sometimes
Often/Always

We launched a new strategy but months in it is clear our people do not have the skills to execute it. *

Rarely/Never
Sometimes
Often/Always

We have invested in training programs and seen little change in how people actually perform. *

Rarely/Never
Sometimes
Often/Always

My team is always very busy but no true deliverables are ever produced. *

Rarely/Never
Sometimes
Often/Always

Decisions, Accountability, and Execution

Section 4 of 6

Teams wait to be told what to do because they have learned their decisions will be changed anyway. *

Rarely/Never
Sometimes
Often/Always

Progress is slow and rework is constant because decisions are revisited after teams have already moved forward. *

Rarely/Never
Sometimes
Often/Always

When I provide feedback people defend their work rather than adjusting. *

Rarely/Never
Sometimes
Often/Always

We say yes to too many things and end up trying to be all things to all people. *

Rarely/Never
Sometimes
Often/Always

Teams step on each other because roles and responsibilities are unclear in practice. *

Rarely/Never
Sometimes
Often/Always

Your Environment and What Is Coming

Section 5 of 6

We are navigating regulatory, economic, or competitive disruption and our leaders are not equipped to lead through sustained uncertainty. *

Rarely/Never
Sometimes
Often/Always

Restructuring, layoffs, and attrition have hollowed out our institutional knowledge and the people who remain are being asked to carry what used to take twice as many people. *

Rarely/Never
Sometimes
Often/Always

Our workforce spans multiple generations and leaders do not know how to engage all of them effectively. *

Rarely/Never
Sometimes
Often/Always

We react to risks after they become problems rather than identifying and planning for them in advance. *

Rarely/Never
Sometimes
Often/Always

People on the team are aware of risks but do not raise them to leadership's attention. *

Rarely/Never
Sometimes
Often/Always

Productivity drops and progress slows significantly during periods of organizational change. *

Rarely/Never
Sometimes
Often/Always

The environment becomes tense and guarded during change rather than transparent and focused. *

Rarely/Never
Sometimes
Often/Always

Momentum and Follow-Through

Section 6 of 6

they rather actually

We started a transformation initiative and it lost momentum when leadership attention moved to the next crisis. *

Rarely/Never
Sometimes
Often/Always

We are measuring activity instead of outcomes and cannot tell if anything we are doing is actually working. *

Rarely/Never
Sometimes
Often/Always

Our highest performers are starting to disengage and we are not sure why or what to do about it. *

Rarely/Never
Sometimes
Often/Always

New initiatives start with strong momentum and then fade without delivering results or consequences. *

Rarely/Never
Sometimes
Often/Always

Leaders shift attention and resources to new strategies before the current one has produced results. *

Rarely/Never
Sometimes
Often/Always