The Goal Machine Performance Diagnostic
A self-assessment for leaders and teams
This diagnostic assesses your team's performance system against the Five Principles of Goal Machine.
A free resource from Goal Machine by Darren Whitaker-Barnett
About This Diagnostic
This diagnostic assesses your team's performance system against the Five Principles of Goal Machine. It is designed for leaders who want an honest picture of where their system is strong and where it is not — so they know where to focus their energy first.
All Five Principles — Direction, Why, How, Competence, and Recognition. Each section assesses one principle directly.
Rate each statement from 1 (Never) to 5 (Always). The goal is not a high score — it is an honest one. The gaps you identify are where your leadership energy is most needed. Score each statement as it is right now, not as you intend it to be.
Direction — Where am I going?
Rate each statement from 1 (Never) to 5 (Always).
The people I lead can clearly articulate their top one to three priorities this week — without hesitation.
Goals in our team are specific, measurable, and set with genuine challenge — not just targets assigned from above.
Everyone understands how their individual goals connect to the organisation's direction.
When priorities change, our team is updated quickly and clearly — people are never left working toward the wrong thing.
Why — Why does it matter?
Rate each statement from 1 (Never) to 5 (Always).
The people I lead understand why their work matters — personally, not just organisationally.
I have had meaningful conversations with each team member about what motivates them and why this work connects to something they care about.
Our team's goals connect to a sense of purpose that feels genuine, not manufactured.
People in our team bring discretionary effort — they go beyond what is simply required.
How — What am I doing daily?
Rate each statement from 1 (Never) to 5 (Always).
The people I lead are making visible, specific progress toward their goals every day — not just showing up.
We track progress regularly — not just outcomes at the end of a quarter.
Our team reviews and resets goals on a roughly 90-day cycle to stay current with changing priorities.
Daily habits and consistent behaviours are built into how our team operates.
Competence — Am I getting better?
Rate each statement from 1 (Never) to 5 (Always).
The people I lead know what they are genuinely good at — and are developing it deliberately.
There is a clear feedback loop that tells people where they stand and what specifically to improve.
Our team has a culture of continuous improvement — learning from what didn't work, not just celebrating what did.
I invest time in helping each team member grow, not just perform.
Recognition — Does my effort matter to others?
Rate each statement from 1 (Never) to 5 (Always).
I recognise specific behaviours and efforts — not just outcomes — on a regular basis.
People in our team feel genuinely seen and appreciated for the work they do.
Recognition in our team is timely — given in the moment, not saved for review cycles.
The behaviours we recognise are the ones that actually drive the results we want.
Reading Your Scores
The section with your lowest score is not a weakness to manage around. It is the missing piece that is limiting everything else. Build the system there first.
How to Use This Resource
Complete the diagnostic alone first — honestly and specifically. Then consider completing it with your team, independently, and comparing results. The gaps between your scores and theirs will tell you as much as the scores themselves.
Once you have identified your lowest-scoring section, go to the corresponding principle in The Five Principles of the Human Performance Operating System, for specific leader questions and suggested actions.
Repeat this diagnostic at the start of each quarter. A score that improves over time is evidence that your system is working.
Download all free Goal Machine resources at: goalmachine.ai/resources
The Goal Machine is not a single insight. It is five conditions working together. The diagnostic in this resource exists because the most common mistake leaders make is investing in the principle they are most comfortable with rather than the one they most need. A leader who loves recognition but has no system for direction will create a team that feels appreciated but does not know where it is going. A leader who sets brilliant goals but never builds the daily habit layer will produce inspired intentions and inconsistent results. Use the scores honestly. Build what is missing.
