UNLEASH™ Firm Alignment Assessment for T & A Legal

UNLEASH™ Firm Alignment Assessment for T & A Legal

This assessment tool is to diagnose how effectively the firm’s philosophy, strategy, leadership system, and execution architecture are aligned to support global competitiveness, scalable growth, and institutional longevity.

Step 1 of 9

11%

Section A: General Information

Name of Organization(Required)

Location /Branch(Required)

Role in Organization(Required)

U — UNDERLYING PHILOSOPHY & IDENTITY

1. I can clearly articulate why this firm exists beyond revenue and prestige.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

2. The firm’s values actively guide decision-making under pressure.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. Our identity as a firm is consistent internally and externally.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

4. Strategic decisions are driven by purpose, not personality.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. The firm is building an institution, not just individual reputations.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

Number

N — NAVIGATIONAL STRATEGY & POSITIONING

1. There is a shared understanding of the firm’s long-term strategic direction.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

2. Our target markets and client segments are clearly defined.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. We are intentional about the work we pursue—and the work we decline.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

4. The firm has a clear positioning relative to competitors.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. Growth decisions align with an agreed strategic plan.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

L — LEADERSHIP ARCHITECTURE & GOVERNANCE

1. Leadership roles and decision rights are clearly defined.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

2. Authority in the firm is exercised consistently and transparently.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. Difficult leadership decisions are addressed promptly.(Required)

Strongly Disagree	Disagree	Somewhat Strongly Agree	Agree	Strongly Agree

4. There is a clear plan for leadership continuity and succession.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. Partners hold one another accountable for leadership behaviour.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

E — EXECUTION SYSTEMS & OPERATIONAL DISCIPLINE

1. Strategic decisions translate into clear operational priorities.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

2. Processes support consistent, high-quality client delivery.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. Performance is measured beyond revenue and billable hours.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

4. Roles and responsibilities are well understood across the firm.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. The firm’s systems can scale without over-reliance on individuals.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

A — ADAPTABILITY, INNOVATION & MARKET INTELLIGENCE

1. The firm proactively monitors global legal and industry trends.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

2. Innovation is encouraged and supported, not discouraged by risk aversion.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. Technology investments align with strategic goals.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

4. The firm adapts quickly to changes in client expectations.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. Learning and experimentation are part of the firm’s culture.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

S — SKILLS, TALENT & CULTURE ALIGNMENT

1. Talent development aligns with the firm’s future strategy.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

2. Expectations around performance and behaviour are clear.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. High performers are recognized and developed.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

4. The firm attracts and retains top-tier talent.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. The culture supports collaboration and excellence.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

H — HEALTH, COHESION & HUMAN ENERGY

1. There is a high level of trust across the firm.(Required)

Strongly Disagree	Disagree	Somehat Agree	Agree	Strongly Agree

2. Difficult conversations are addressed openly and constructively.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

3. Workload expectations are sustainable.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

4. Partners & Other Leaders model healthy leadership behaviours.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

5. I feel psychologically safe expressing concerns.(Required)

Strongly Disagree	Disagree	Somewhat Agree	Agree	Strongly Agree

The Firm Needs You

To gain insight into your thoughts on how to reposition the firm

1. What do you believe this firm should stands for?(Required)

2. What work should the firm stop doing to compete globally?(Required)

3. What leadership conversation is overdue?(Required)

4. What consistently slows the firm down?(Required)

5. How can the firm stay ahead of market change?(Required)

6. How can the firm improve its talent development?(Required)

7. What tensions exist beneath the surface?(Required)