Map your team's current state against Hackman's three performance zones. Be structurally honest — use names and numbers, not adjectives. Bring the completed canvas to a leadership conversation within 48 hours.
How to useStep 1: Describe Current State using specific names, numbers, and allocation percentages — not adjectives.
Step 2: Name the Structural Gap — what design decision created this, and who made it?
Step 3: Write ONE change (move a line on the org chart or change an allocation %).
Step 4: Bring to your next leadership conversation.
Current State
What is actually happening right now?
Structural Gap
What design decision created this state?
One Change
Move a line. Change a %. Fix the architecture.
60%
Team Design
Membership · Stability Boundaries · Purpose
▸ Is team membership stable sprint to sprint?
Same people, no rotating cast
▸ How many projects is each person split across?
List names & allocation percentages
▸ Is the PO fully dedicated to this team?
Or shared across multiple products?
▸ What design decision created this state?
Who made it? Who has authority to change it?
▸ Does leadership know what this costs?
Have you calculated the context-switching tax in $?
▸ One org chart line to move:
Name the change — who, what %, by when
▸ What does 100% dedication look like?
Specific names, percentages, and timeframe
30%
Team Launch
Shared Norms · Vision Goals · Relationships
▸ Can every member state the Sprint Goal in one sentence?
And explain why it matters to a real customer?
▸ Were team norms explicitly set at launch?
Working agreements, decision rights, DoD?
▸ Does the team know WHY their work matters?
Strategic outcome, not feature list
▸ Was there a real team launch?
Kickoff with shared goals, norms, and relationships?
▸ What foundation is missing?
Vision? Trust? Decision clarity? All three?
▸ What launch investment is overdue?
Half-day session? Goal alignment? Norm reset?
▸ Who needs to be in the room?
PO, SM, devs — all together, at the same time
10%
Coaching
Facilitation · Execution Behavior · Events
▸ Which team events and meetings are producing real value?
Name the event and the specific outcome
▸ Where is your coaching energy currently focused?
Events, skills, or structural advocacy?
▸ Are you working in the 10% or the 60%?
Honest answer — this is the diagnosis, not the report card
▸ Is coaching masking a design problem?
Would this team improve if the design changed?
▸ What event or meeting fix have you tried that failed?
What structural issue was it actually hiding?
▸ What coaching practice should you stop?
If the design were fixed, what would be unnecessary?
