Methodology
Our360 doesn't score your team against a norm. It measures whether you see your team the same way — because the gap between perceptions is where the work is.
Each dimension is measured with four behavioral statements rated on a five-point scale. Together they cover the full arc of how a team works: from the safety to be honest, through how decisions get made and kept, to whether the relationship itself sustains the people in it.
Vulnerability-based trust is the ability to admit mistakes, ask for help, and voice doubts to your teammates without fearing it will be used against you.
It is the foundation everything else builds on. Teams without it spend energy managing impressions instead of solving problems.
Productive conflict is direct, unfiltered debate about ideas — giving and receiving honest feedback without going quiet or getting defensive.
Teams that avoid conflict don’t eliminate disagreement; they drive it underground, where it resurfaces as politics and passive resistance.
Values and decision-making health means shared values genuinely guide hard tradeoffs, and every decision is clear about who makes it and who owns it.
Most recurring team friction is not about people — it’s about ambiguous decision rights and values that live on a poster instead of in the work.
Commitment and alignment means the team shares one understanding of the vision and near-term priorities, and everyone supports decisions once made — even those they initially argued against.
Quiet non-commitment (“disagree and comply”) is invisible in meetings but shows up later as stalled execution and relitigated decisions.
Mutual accountability is peers holding each other to high standards directly — naming missed commitments and misalignments early, rather than avoiding them or escalating.
On healthy teams, accountability flows peer-to-peer. When it only flows through the hierarchy, standards erode and resentment accumulates.
Care and collective results means teammates genuinely care about each other as people and put shared goals ahead of individual ego, credit, or status.
Teams win when the working relationship is energizing rather than draining, and when “being right” never beats winning together.
A team where everyone rates accountability 3.0 out of 5 has a shared, workable picture: everyone knows it needs attention. A team where one cofounder rates it 4.5 and the other rates it 1.5 has the same average — and a much bigger problem, because one of them thinks everything is fine.
That's why every Our360 report leads with the spread — the distance between the highest and lowest rating on each statement — rather than the average. Large spreads mark the places where teammates are living in different realities. Those are the conversations worth having first, and they are almost always more productive than debating whether a score is “good.”
Perception gaps are also blame-free by construction. A gap doesn't say who is right; it says two people are seeing the same team differently, and that finding out why will teach the team something.
The framework draws on decades of leading research on team effectiveness and organizational health — in particular the finding that cohesive leadership teams are built in a sequence: trust makes honest conflict possible, honest conflict makes real commitment possible, commitment makes peer accountability possible, and accountability is what protects collective results.
Our360 adapts that arc for the teams Velocity Coaching works with — cofounder pairs and small executive teams — and adds a dimension the research consistently underlines for founding teams: whether values genuinely drive decisions, and whether decision rights are clear.
Just as importantly, Our360 is built to be a conversation starter, not a verdict. Twenty-four statements and five minutes cannot capture a relationship. They can surface the two or three places where a skilled coach and an honest conversation will do the most good — which is exactly what the debrief is for.
See how the six dimensions come together in practice: explore a sample report or read how it works.