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PivotIQ 360 · Leader view
Three campuses · 85 paid staff · 340 active volunteers · 78 responses (92%)
See a different kind of organization
Team Health Score
whole organisationThe average of the six areas below.
Strongest area
Engagement & Fulfillment
81/100
Weakest area
Pressure & Stress Response
36/100
Executive summary
3 requiring action nowOverall, this organization scores 56 out of 100 — watch. 78 people answered, which is 92% of those asked. Engagement & Fulfillment is the strongest thing here at 81. Pressure & Stress Response is the weakest at 36. Engagement is 81 and Retention is 51: people believe in the work and are leaving anyway. 3 things need action now. They're listed below, most urgent first. Everything below says who should own it, by when, and how you'll know in 90 days whether it worked.
Confidence · strong
92% of people answered — 78 in total. That's high enough to trust the team-by-team breakdown as it stands.
Most urgent first, not in score order. Open “why we’re saying this” under any finding to see exactly what triggered it.
This is the pattern leaders most often miss, because a strong engagement number is reassuring enough to stop anyone acting. Belief in the mission is being counted on to keep people, and it isn't working. Put the effort into career path, the relationship with the manager, and fairness — not more mission messaging, which is already landing.
What triggered it. Engagement is strong, retention is clearly weaker, and the gap between them is 12+ points.
Why that matters. Engagement measures whether people believe in the work. That's a different thing from whether they intend to stay, and the two come apart often.
People who care about the work carry an unreasonable load for longer before it shows. That delays the warning; it doesn't reduce the cost. The engagement number is what will stop anyone acting here, and it's why the resignations, when they come, will feel like they came out of nowhere.
What triggered it. Engagement is strong, burnout is poor, and the gap between them is 12+ points. (Remember: higher is healthier on every score, so a low burnout number means a lot of burnout.)
Why that matters. Exhaustion shows up before people stop caring. So commitment can still look high after the energy behind it has gone.
Both of the load-related scores failing at once rules out "people just need to cope better." Resilience and time-management training won't move these numbers, and offering them to a group in this state tends to insult them. What has to change is the workload itself.
What triggered it. Both pressure and burnout are in the red.
Why that matters. When people don't get to recover between demands, ordinary workload accumulates into something heavier. That's a property of the schedule, not of the person.
Burnout & Exhaustion Risk (38), Pressure & Stress Response (36) are in the red. The overall score doesn't describe anyone who actually works here — it's an average, not something a real person is experiencing.
What triggered it. The overall score is middling, and at least one of the six areas is in the red.
When these two are weak together, it usually means managers aren't being supported, and that's showing up as people leaving one level below them. So it looks like a turnover problem and it's really a manager problem — which means money spent on the employees rather than on their managers won't do much.
What triggered it. Both leadership and retention are below the green range.
Why that matters. The relationship with the manager is one of the three pieces inside the retention score, so these two are connected by design. Treat this as confirmation, not as separate proof.
The company-wide figure of 36 describes neither of them. Reporting this one number is exactly how a struggling team stays invisible inside an acceptable average — and it's what a single climate survey score does automatically.
What triggered it. This is the area where groups differ most, and they differ by 15+ points.
Look underneath it: Coaching & Development is 55, while Vision & Direction is 57. Coaching & Development is the piece to work on. Aiming at the area as a whole spreads your effort across both and moves neither.
What triggered it. This area scored between 40 and 60 — the amber range.
This is what's currently holding things together while other areas struggle. It's also the easiest thing to spend without noticing, because nothing breaks loudly when a strength slips. Work out what's producing it before you change anything that touches it.
What triggered it. The highest-scoring area, and it's in the green.
4 of the 4 areas you actually worked on moved enough to count. Anything that moved elsewhere is drift — report it that way. Claiming it as a result is what makes people doubt the next report.
What triggered it. Went up by 5 points or more.
A healthy area that doesn't move hasn't failed to improve. There was nothing to fix, and the effort correctly went elsewhere. Report these as held, not as flat.
What triggered it. Barely moved, and still in the green.
The order matters as much as the list. An organization that tries to fix all six areas at once fixes none. Each item says who owns it, by when, and how you’ll know in 90 days whether it worked.
Never show the overall score of 56 on its own. Whoever presents to the board should name the areas in the red in the same breath.
Owner
Executive sponsor
By when
Before the first leadership presentation
Because. The overall score looks healthy and is hiding an area in the red. Shown alone, it will talk people out of acting.
Verified by. Every slide or document with the overall score on it also shows the six areas.
Pick one thing: Composure & Regulation, inside Pressure & Stress Response. Give it one owner and one change to make. Don't start a second effort somewhere else at the same time.
Owner
HR / People lead, with an executive sponsor named
By when
Planned within 2 weeks, running within 4
Because. Pressure & Stress Response is your lowest area at 36, and Composure & Regulation at 33 is what's pulling it down.
Verified by. Composure & Regulation up 5 points or more when you remeasure in 90 days.
Start with Pastoral & teaching instead of rolling this out everywhere. Widen it to other groups only after the 90-day result.
Owner
Programme owner
By when
When you plan it
Because. Pastoral & teaching is well below the other groups, and a company-wide rollout spends the same money where things are already fine.
Verified by. Pastoral & teaching closes at least half the gap to the company average by the next round.
Stop using mission and purpose messaging to try to keep people. Put that effort into the three things retention is actually made of — career path, the relationship with their manager, and fairness — and have stay conversations with the group most at risk.
Owner
HR business partner + line managers
By when
First 30 days
Because. People already believe in the work. That isn't what's missing, so more messaging about it can't fix a problem it isn't causing.
Verified by. Retention up 5 points or more, with most of the movement coming from the manager relationship.
Change the workload before offering anything about resilience or wellbeing. Go through recurring meetings, on-call and after-hours expectations, and remove or move the two heaviest.
Owner
Operations lead with the executive sponsor
By when
First 30 days
Because. Both load-related scores are failing, which rules out "people need to cope better." Offering coping training here won't work and will land badly with the people you measured.
Verified by. Burnout and pressure both up 5 points or more, without something else dropping to pay for it.
Spend the retention budget on the managers, not their teams. Give the lowest-scoring managers real support — coaching, a smaller team, or something taken off their plate — then remeasure at 90 days.
Owner
HR lead + the managers' own managers
By when
Within 60 days
Because. Leadership and retention are weak together, which usually means managers aren't supported and people below them are leaving as a result.
Verified by. Leadership up 5 points or more, with the manager relationship inside retention moving with it.
Within two weeks, tell everyone who answered what you found and the two things you've decided to change. Do it even if the plan isn't finished.
Owner
Executive sponsor
By when
14 days
Because. Saying nothing after asking people to answer is the fastest way to get a worse response rate next time — and the next round is what turns this from an opinion into a result.
Verified by. At least 92% answer again next round.
Put the 90-day remeasurement in the calendar now, at the same time you book the work — not after it finishes.
Owner
Programme owner
By when
This week
Because. A survey nobody runs again can't show that anything changed, and one booked afterwards almost always slips.
Verified by. A date is in the calendar, using the same team groupings as this round.
Each with its own three parts
Exhaustion & Depletion
40/100
Cynicism & Detachment
33/100
Efficacy & Accomplishment
41/100
The Manager Relationship
51/100
Growth & Path
51/100
Recognition & Fairness
51/100
Meaning & Purpose
82/100
Energy & Vigor
80/100
Mattering & Voice
81/100
Vision & Direction
57/100
Coaching & Development
55/100
Empowerment & Autonomy
56/100
Inclusion Safety
79/100
Learner Safety
77/100
Challenger Safety
72/100
Load & Appraisal
35/100
Composure & Regulation
33/100
Recovery & Reset
40/100
Every group here clears the 5-person privacy floor
The same six areas, team by team. The free Baseline gives you one number for the whole organisation; this shows you which teams are carrying it.
| Team | People | Burnout | Retention | Engagement | Leadership | Team | Pressure |
|---|---|---|---|---|---|---|---|
| Pastoral & teaching | 12 | 27 | 54 | 82 | 49 | 75 | 23 |
| Ministry leads (children, youth, groups) | 22 | 33 | 45 | 82 | 58 | 75 | 31 |
| Worship & production | 14 | 36 | 48 | 82 | 58 | 79 | 38 |
| Care & counseling | 8 | 31 | 54 | 87 | 58 | 75 | 29 |
| Administration & finance | 13 | 50 | 54 | 75 | 58 | 75 | 48 |
| Facilities & hospitality | 16 | 48 | 54 | 82 | 53 | 75 | 46 |
Same instrument, same people, 2026-05-11 vs 2026-02-09 — the only way to know whether a program changed the conditions instead of just running and hoping.
Aggregate & consent-first — individual answers are never shown, in the demo or the real product.
Cornerstone Community Church doesn't exist. The six areas, the eighteen parts underneath them and the scoring above are exactly what a real respondent completes — take it yourself and see.