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Team Circle. Diagnostic Report | Nextera Solutions
SAMPLE DIAGNOSIS · ILLUSTRATIVE DOCUMENT
Team Circle
RAÍZ
by Lunita
Diagnostic Report
Nextera Solutions · Technology · 38 people in the management team
Marco Bellini · HR Director
13 January 2026
40 / 40 responses
Confidential document
Diagnosis summary
The four key indicators that summarize the state of your organization. The higher the values, the more the management team needs structured intervention.
55
Complexity index
On a 0–100 scale · Medium level
2
Critical problems
Intensity 5 · of 40 total
7
High priority
Intensity 4 · of 40 total
11
Medium intensity
Intensity 3 · of 40 total
Diagnosis detail
Score by dimension
Shows how much each of the 7 organizational dimensions weighs in your management team. The percentage represents the overall intensity of the problems in each individual dimension. The higher the number, the higher the severity.
Leadership & Management66%
Communication & Trust77%
Culture & Values43%
Performance & Strategy46%
Relationships & Connection36%
Energy & Wellbeing65%
Autonomy & Balance53%
Risk map by dimension
The same score, translated into risk level for each dimension: CRITICAL over 75% · HIGH 60–75% · MEDIUM 40–60% · LOW under 40%. An at-a-glance read to see where to act first.
Leadership
66%
HIGH RISK
Communication
77%
CRITICAL RISK
Culture
43%
MEDIUM RISK
Performance
46%
MEDIUM RISK
Relationships
36%
LOW RISK
Energy
65%
HIGH RISK
Autonomy
53%
MEDIUM RISK
Radar: dimension distribution
A complete overview of all 7 dimensions at a single glance. The larger the highlighted area, the more widespread the risk in the management team. The longest points show where attention is most needed.
Top 6 problems by intensity
The 6 highest-intensity problems that emerged from the diagnosis. Ordered from most to least severe. Each bar is colored by the dimension it belongs to.
Response intensity distribution
A concise read of how the 40 problems spread across the intensity scale. It lets you see at a glance whether most problems are occasional, recurring, or critical, and therefore understand the overall weight of the diagnosis: a team with many problems at 4–5 needs a more structured intervention than a team with problems mostly at 2–3.
5 Critical · 2 problems · 5%
4 Significant · 7 problems · 18%
3 Recurring · 11 problems · 27%
2 Occasional · 20 problems · 50%
Six priority problems
The 6 most serious problems that emerged from the diagnosis, ordered by intensity. These are the places to start.
People don't feel free to voice doubts or disagreement. This blocks individual and collective growth.
Unspoken conflictCommunication5
Unspoken tensions that govern team dynamics. What goes unsaid holds more power than what gets said.
Leadership-team disconnectLeadership4
The gap between those who decide and those who execute has widened. It isn't only communication. It's human connection that's missing.
Hidden burnoutEnergy4
Not always visible in the KPIs, but present in how people react to requests and handle the unexpected.
Relationally weak managersLeadership4
Solid technical skills, but managing people, dynamics, and conflict still needs strengthening.
Loss of meaningEnergy4
People do their work, but the connection to the deeper why of what they do has faded a little.
The 40 organizational problems · detail and heat map
Click a dimension to expand it and see its problems. For each problem you'll find the number, the name, a mini heat map (5 bars that fill based on intensity: 1 mild → 5 critical) and the level with a label. Each dimension has a short explanation of what it measures.
Leadership & Management
6 problems · score 66%
▼ EXPAND
+
How executive leadership exercises role, authority, and care in its relationships with the management team: consistency between words and actions, presence, the ability to lead beyond the operational.
01
Leadership-team disconnect
4 · Significant
02
Relationally weak managers
4 · Significant
03
The isolation of the manager
4 · Significant
04
Inconsistent leadership
3 · Recurring
05
Leadership too operational
3 · Recurring
06
Exhausted, overloaded managers
2 · Occasional
Communication & Trust
6 problems · score 77%
▼ EXPAND
+
How people communicate and listen within the management team: psychological safety, the ability to face conflict openly, the quality of feedback, moments of collective truth.
07
Unspoken conflict
5 · Critical
08
Fragile trust / psychological safety
5 · Critical
09
Communication that isn't honest
4 · Significant
10
No real listening
4 · Significant
11
Feedback is hard to give and hear
3 · Recurring
12
No moments of truth
2 · Occasional
Culture & Values
6 problems · score 43%
▼ EXPAND
+
How much the stated values truly guide the team's behavior, decisions, and identity: ownership, collaboration, collective identity, the quality of the human bond.
13
Culture that isn't lived
3 · Recurring
14
Weak company identity
2 · Occasional
15
No sense of ownership
2 · Occasional
16
Toxic internal competition
2 · Occasional
17
A team that works well but isn't connected
2 · Occasional
18
Gen Z / Millennial generational friction
2 · Occasional
Performance & Strategy
7 problems · score 46%
▼ EXPAND
+
How people decide, align, and handle complexity in day-to-day execution: shared vision, priorities, the ability to choose, a sustainable pace.
19
No alignment
3 · Recurring
20
Decision fatigue and paralysis
2 · Occasional
21
No room for strategy
3 · Recurring
22
Decisions driven by fear
2 · Occasional
23
Too many meetings
2 · Occasional
24
No shared vision
2 · Occasional
25
Constant pressure on results
2 · Occasional
Relationships & Connection
5 problems · score 36%
▼ EXPAND
+
The quality of the human relationships within the management team, beyond process efficiency: the ability to see each other as people, handling uncertainty and change, cohesion.
26
Too much logic, too little humanity
2 · Occasional
27
Change without integration
2 · Occasional
28
Struggling with uncertainty
2 · Occasional
29
Remote and hybrid eroding cohesion
2 · Occasional
30
Struggling to keep talent
1 · Mild
Energy & Wellbeing
4 problems · score 65%
▼ EXPAND
+
The energy state of the management team: the sense of what people do, the sustainability of the load, recognition of contribution, the ability to adapt to change (including the relationship with AI).
31
Loss of meaning
4 · Significant
32
Hidden burnout
4 · Significant
33
Lack of recognition / invisibility
3 · Recurring
34
AI and the fear of automation
2 · Occasional
Autonomy & Balance
6 problems · score 53%
▼ EXPAND
+
How much people can manage their time, boundaries, and their own work: work-life balance, the right to disconnect, decision-making autonomy, and clarity of roles, the two NOM-035 factors most exposed today.
35
Unsustainable hours and workload
3 · Recurring
36
Work bleeding into private life
3 · Recurring
37
No real right to disconnect
3 · Recurring
38
Little autonomy over one's own work
3 · Recurring
39
Unclear roles and responsibilities
2 · Occasional
40
Decisions imposed without involvement
2 · Occasional
Our reading
Organizational analysis
Nextera Solutions is, on the whole, a solid organization: most areas are at manageable levels and Relationships are a real strength to build from. One specific area is worth working on, inside the organization.
The pattern that emerges most strongly isn't the presence of isolated problems, but their interconnection: fragile trust feeds the unspoken conflicts, unmanaged conflict drains the managers' energy, and hidden burnout erodes leadership capacity exactly when the management team needs it most.
The disconnect between executive leadership (CEO, CFO, HR direction) and the management team isn't only a communication problem: it's a symptom of a gap that has formed over time between how those who decide experience the company and how those who execute live it every day.
It means executives and managers live in two different realities of the same company . They tell it in different words, give it different priorities, and these two narratives almost never truly meet in the meetings or the day-to-day exchanges.
The Communication & Trust dimension emerges as the epicenter.
But what makes it critical isn't its intensity in isolation. It's that it acts as a multiplier on all the others: without psychological safety, performance problems go unnamed, tensions in relationships stay below the surface, and individual energy gets spent managing relational uncertainty instead of the work.
The most important signal: despite all of this, Nextera Solutions keeps working.
That means there is resilience, capability, and the will to do well.
The retreat isn't there to "fix" anything. It's there to create the context where the team can finally say the things it already knows, but hasn't yet found a way to say.
A letter to the team, from Lunita
A handwritten message for your team, putting into words what the numbers don't say.
To everyone at Nextera Solutions,
We read your answers carefully.
And what we saw didn't surprise us. It moved us.
Not because there was anything dramatic.
But because behind every answer was someone trying to be honest about something hard to say: that sometimes you feel alone even surrounded by other people.
That you work hard but don't always know quite where you're heading.
That you'd want more trust, more truth, more room to truly be yourself at work.
What you described isn't a failure.
It's a phase.
A phase many teams move through when they grow fast, when the pressure rises, when the world asks for more than a single human being can carry alone.
Lunita isn't a place where problems get "solved" in three days with a workshop.
It's a place where you can finally stop . To step out of the daily noise, the deadlines, the meetings, and find the space to really listen, within yourselves and among each other.
Where the jungle, the silence, the fire, and the water do the work that meetings can't: bringing you back in touch with what is essential.
Come with your questions.
With your tiredness.
With what you haven't said yet.
The jungle welcomes all of it.
With great respect,
Lunita
The team's energy profile
What it's for: the energy profile is an archetypal reading of the energy moving through the team. It doesn't replace the data; it interprets it symbolically. Why we do it: to give the team animage to recognize itself in, beyond the numbers. Organizations change when people tell their own story in a new way, and the archetype opens that passage. How to read it: each profile identifies adominant energy and a gift not yet activated, pointing to the possible direction of growth.
The River That Wants to Become the Sea
An image for a team that has the energy to go far, but hasn't yet found the space to expand.
The river knows how to run fast toward a direction; the sea knows how to hold, to receive, to give depth.
Nextera Solutions today is the river, powerful and directed, but it's trying to become the sea as well: a wider, steadier form, more able to hold what is growing inside it.
Nextera Solutions has the energy of a river in full flood, powerful, directed, able to carry far.
But right now the river is running up against its own banks: the speed of the current outpaces what the banks can hold and shape.
There is a vitality looking for a wider bed to spread into.
The archetype that emerges is that of the Team in Transition.
It isn't a broken team. It's a team that has outgrown its previous form and hasn't yet found the new one.
Like the chrysalis: neither caterpillar nor butterfly, in a moment of transformation that calls for containment, not acceleration.
In this phase the most precious thing the team can do for itself is to protect its own process of change: not force it, not interrupt it, not mistake it for a problem to solve.
The gift not yet activated is the capacity to create culture.
Nextera has the right people, with values, intelligence, and the will to do well, but it hasn't yet found the collective ritual that turns a group of individuals into one organism.
That ritual isn't built in the office.It's built in a neutral place, outside the ordinary context, where hierarchies soften and people can see each other for who they really are.
When this happens, culture stops being a document and becomes a shared skin, something the team recognizes as its own even without naming it.
The evolutionary challenge: learning to slow down in order to go further.
To create moments of collective truth that become the foundation of real trust.
Turning "working well together" into "growing together".
The river becomes the sea when it stops fighting its banks and lets itself widen.
The proposal
Our recommendation for Nextera Solutions
Based on the diagnostic profile, we recommend a 5-night Team Circle, with priority focus on Communication & Trust and Leadership.
The program is built on three pillars:
Individual pre-retreat sessions : a one-to-one conversation with each manager before departure, so everyone arrives already aligned on the point of the journey.
Guided circle sessions : during the retreat, structured spaces where the management team engages in a new way, with the help of a facilitator.
Truth ceremonies : collective rituals that let the team name what hasn't yet been said and turn it into shared ground.
5
Recommended nights for your retreat
12–16
Number of participants recommended
4
Program phases tailored
at 30 days
Follow-up to measure impact
What the exploratory call is
A free, no-obligation conversation where we share what emerged from the diagnosis.
The aim is to understand with you and for you how much this situation affects your company's results, and whether Team Circle is the right answer at the right time.
A first conversation where we begin to show you how the management problems that emerged can be significantly reduced.
"A company can't go further than its managers. If the managers don't change, the management team won't follow them, and the results will show it."