Questions we get
before people commit
We get the same questions before most engagements. They are good questions — the kind that tell you someone is thinking seriously about whether this is right for them. We have tried to answer them as honestly as we can.
The diagnostic measures team performance through four lenses: Flow Factors (the conditions that help or hinder productive work), Friction Sources (the structural and interpersonal blockers creating drag), Team Alignment (whether people share goals, norms, and a working reality), and Leader Gap (how the team experiences leadership relative to what they need).
These four lenses together produce a picture of why a team performs the way it does — not just what the output looks like from the outside.
It is a decision-making system, not a report. Most diagnostic tools produce a document that gets read once and filed. Ours produces a structured conversation with your leadership team about what needs to change, in what priority order, and why.
The output is a clear set of prioritised choices — not a 40-page PDF. The feedback session is where that happens, and it typically runs two to three hours because the conversation matters more than the data.
Engagement surveys measure how people feel. We measure why a team performs the way it does — which is a different question. You can have an engaged team that is misaligned, or a high-output team running on borrowed time because friction is burning people out.
The diagnostic is also team-specific. Engagement data aggregates across the organisation and loses the nuance of individual team dynamics. We are looking at a specific team — their specific friction, their specific gaps — so the output is actionable at team level.
It does not assess individual capability, personality, or psychological profile. This is not a 360-degree feedback tool and it is not therapy.
It does not make decisions for you. The diagnostic gives you clarity on what is happening and why — the choices about what to do belong to the leader. We will tell you what the data says and help you interpret it. We will not tell you who to fire or reorganise around.
It also does not fix anything on its own. The diagnostic creates the conditions for good decisions. What happens after is up to the organisation.
The diagnostic works best with teams of five to thirty people. Below five, the qualitative patterns become difficult to separate from individual personalities. Above thirty, teams typically need to be disaggregated into sub-teams before the diagnostic is meaningful.
If your team sits outside that range, get in touch — there are adapted approaches depending on your situation.
The diagnostic has been applied across executive leadership teams, functional business units, cross-functional project teams, and new teams forming after restructuring or M&A activity.
It is sector-agnostic — we have worked with financial services, mining, retail, professional services, and public sector organisations. What matters is that the team has a shared purpose and a leader who is willing to engage honestly with the findings.
Individual responses are confidential. We report patterns and themes, not individual data. No-one — not the team leader, not HR, not the executive sponsor — sees individual responses attributed to a named person.
The only exception is the feedback session, where we share verbatim comments from the optional interview process. Even then, these are only shared with the explicit consent of participants, and we take care to protect anonymity in small teams where attribution could be inferred.
The full process spans four to five working days elapsed, across five touch points totalling around seven hours of engagement:
Step 1 — Investigative Workshop (90–120 min): You and the lead consultant establish context, frame the questions, and scope the engagement.
Step 2 — Team Kick-off (60–90 min): We introduce the process to the team, set expectations, and open the diagnostic.
Step 3 — The Diagnostic (20–30 min per person): Each team member completes the online diagnostic individually.
Step 4 — Optional Interviews (30 min each, if included): One-on-one conversations that add qualitative texture to the data.
Step 5 — Feedback Session (2–3 hours): The findings session with the team leader and, optionally, the full team.
Investment varies based on team size, whether optional interviews are included, and whether post-diagnostic facilitation is required. We do not publish fixed rates because the right scoping conversation comes first.
What we can say is that the diagnostic is priced against its outcome: one clear decision. Compared to the cost of a misaligned leadership team, a stalled project, or a team intervention that does not address the actual problem, the investment is typically recovered quickly.
Book a 30-minute conversation and we will scope it with you honestly.
Still not sure?
If your question is not here, or you want a straight answer for your specific situation — book a 30-minute call or email us directly. No sales pitch, no obligation. We will tell you honestly whether the diagnostic is right for where you are.
Most people find the conversation more useful than the Q&A anyway — because your team is not like every other team, and the context you give us shapes what we can tell you.
kim@selectsa.co.za · We respond within one business day