Team Health Check — independently scanned and version-tracked by SaferSkills.
SaferSkills independently audited Team Health Check (Agent Skill) and scored it 100/100 (green). The audit ran 55 deterministic rules across Security, Supply Chain, Maintenance, Transparency, and Community; it found 0 high-severity and 0 lower-severity findings. The full rule-by-rule trace and per-finding evidence are below. Free, methodology-open.
Findings & checks · 0 flagged
Every scanned point with the score it earned and what moved between them.
First recorded scan — no prior version to compare against.
The primary manifest — the file an agent reads to learn what this artifact does.
Team health degrades slowly and then suddenly. By the time attrition or missed deadlines make it visible to leadership, the manager has had months of earlier signals to act on. This skill makes those signals explicit.
Assess health across three dimensions independently: delivery (are we shipping reliably?), morale (do people want to be here and work together?), and clarity (does the team know what to build, why, and how decisions get made?). A team can be green on delivery and red on morale — treating them as a single score masks the actual problem.
Review the last 8 weeks: sprint completion rate, number of items carried over more than twice, frequency of unplanned work interrupting the sprint, and time from 'done' to deployed. Declining trends in any two of these warrant a process conversation. High carry-over usually points to scoping problems or dependency mismanagement, not team effort.
Morale is harder to measure but not invisible. Early signals: declining participation in optional meetings, shorter 1:1s initiated by the team member, increase in PTO clustering, drop in Slack/async engagement, or more closed-door conversations the manager is not part of. Survey data helps but lags reality by weeks. The primary instrument is weekly 1:1 quality — if 1:1s feel performative, that is a morale indicator.
Ask three questions in your next team meeting without priming: What is the team's top priority this quarter? Why does that priority matter to the company? Who makes the final call when the team disagrees on an approach? Misaligned answers indicate a clarity gap. Clarity problems are almost always a manager communication problem, not a team comprehension problem.
After assessing, map each red or yellow signal to a specific action with a 2-week horizon. Do not try to fix all three dimensions at once — pick the one that is both most degraded and most within the manager's direct control. Delivery problems often respond to process changes. Morale problems often require individual conversations before structural changes. Clarity problems require the manager to write things down and repeat them consistently.
If morale is red for two consecutive quarters despite intervention, this is not a team problem — it is a signal about team-org fit, leadership above the manager, or a systemic issue the manager cannot resolve alone. Escalate with a written summary of what was tried and what did not move.
~30 seconds. Free. No account. Every finding cites a rule and a line of evidence.