Set the context 30 questions

Before the questions

Set the context for the result.

Scope and one optional capability goal help the result choose a useful next route. They do not change your scores.

Are you looking to develop yourself, support a team, or address an organizational challenge?

Myself Personal leadership practice and development. A team Shared capability, decisions, and operating rhythm. An organization Systemic leadership or operating capability.

One capability you especially want to understand, optional I understand that this is a directional developmental self-assessment, not a psychometric, clinical, or employment evaluation. My answers and result are stored privately. Completing the Survey does not require an email address. I or an authorized site administrator can later link the result to a member account.

Chapter 1 of 5

Grounding and Presence

Answer from what is observable in current practice. Evaluative feedback appears only after completion.

Question 1 of 30 · Self-Awareness and Regulation In the past 90 days, when pressure rose, how early did you notice your emotional reaction before choosing how to respond?

Usually after I had already reacted or someone else showed me the impact. I often noticed it during the interaction, but changing course was difficult. I usually noticed it early enough to adjust how I responded. I noticed it early, adjusted, and repaired the impact when needed. I have not had enough opportunity to assess this.

Question 2 of 30 · Self-Awareness and Regulation A colleague says your feedback felt dismissive. The conversation is calm enough to continue. What are you most likely to do first?

Explain the intent and context, then ask what would have helped. Ask for a specific example, reflect back what I heard, then discuss repair. Give them space and wait for them to restart the conversation. Acknowledge the impact, agree on a prompt time to continue, and reflect first. I have not faced a comparable situation.

Question 3 of 30 · Self-Awareness and Regulation Which statement best describes how you learn from high-pressure interactions that did not go as intended?

I focus on my intent and usually move on once the situation settles. I replay the interaction privately and decide what I would do differently. I reflect, seek feedback when the impact was material, and try a different response. I identify the trigger, repair the impact, test a behavior change, and review whether it worked. I have not had enough opportunity to assess this.

Question 4 of 30 · Clear Communication and Stakeholder Influence In the past 90 days, before an important message, how consistently did you define the audience, the decision or action required, and the evidence they needed?

I mainly prepared the information I needed to share. I organized the key points and the action I wanted. I clarified the audience, purpose, evidence, and required action. I also tested likely questions, tradeoffs, misunderstandings, and the route for response. I have not had enough opportunity to assess this.

Question 5 of 30 · Clear Communication and Stakeholder Influence An approved cross-functional initiative adds work for a group that does not see its benefit. What do you do first?

Deliver the consistent sponsor-approved message and hold a question session. Address the group's specific impact, explain the shared outcome and tradeoffs, define support, and agree the next action. Lead with the approval, deadline, and accountability requirements. Begin with the shared outcome, invite concerns, and use them to shape the rollout. I have not faced a comparable situation.

Question 6 of 30 · Clear Communication and Stakeholder Influence Which is the strongest evidence that an important message actually landed?

The message was delivered and there were few questions. People said the message was clear. People could restate the decision and act without repeated clarification. Expected decisions or behaviors followed, and misunderstandings surfaced early enough to correct. I have not had enough opportunity to assess this.

Chapter 2 of 5

Trust and Inclusion

Answer from what is observable in current practice. Evaluative feedback appears only after completion.

Question 7 of 30 · Trust and Collaboration In the past 90 days, before important decisions, how actively did you invite concerns from people who had not yet spoken?

I relied mainly on the people who spoke up without prompting. I asked whether anyone had concerns before closing the discussion. I invited specific roles or quieter contributors before deciding. I designed the discussion so different perspectives surfaced, were tested, and received a visible response. I have not had enough opportunity to assess this.

Question 8 of 30 · Trust and Collaboration You own a decision that cannot be delayed. Two team members present conflicting evidence. What do you do first?

Hold brief separate checks, then reconvene with a recommendation. State the criteria and decision rights, test the evidence and tradeoffs, then decide transparently. Decide based on delivery urgency and explain the rationale afterward. Time-box the discussion around the strongest evidence, then make the decision. I have not faced a comparable situation.

Question 9 of 30 · Trust and Collaboration Which is the clearest evidence that people can challenge you or the prevailing view without paying a price for it?

The team is aligned and serious disagreements are rare. I regularly remind people that my door is open. People raise difficult points, often privately, and I follow up on them. People disagree in the room, decisions show what happened to the input, and relationships remain intact. I have not had enough opportunity to assess this.

Question 10 of 30 · Inclusive Leadership and Fair Decisions Before finalizing decisions that affected others, how consistently did you seek a relevant perspective that was not yet represented?

I relied on the core decision group and its existing experience. I asked for wider feedback once a draft direction existed. I sought input from affected roles or groups before deciding. I mapped who would be affected, included relevant voices early, and documented the tradeoffs. I have not had enough opportunity to assess this.

Question 11 of 30 · Inclusive Leadership and Fair Decisions A colleague's idea receives little attention. Later, a more senior person repeats it and the room supports it. What are you most likely to do first?

Let the discussion continue and address the pattern if it happens again. Speak with the senior person after the meeting and ask them to recognize the source. Name the original contribution and reconnect the current discussion to it. Thank the original contributor privately and make sure they receive credit afterward. I have not faced a comparable situation.

Question 12 of 30 · Inclusive Leadership and Fair Decisions Which statement best shows that inclusion is part of how work is governed, not only something the organization supports in principle?

Values, policies, and annual learning make expectations visible. Representation and participation are tracked at an overall level. Listening, participation, and access patterns are reviewed and discussed. Decision access, participation, experience, and outcomes are reviewed by relevant groups and acted on. I have not had enough opportunity to assess this.

Chapter 3 of 5

Change and Technology

Answer from what is observable in current practice. Evaluative feedback appears only after completion.

Question 13 of 30 · Change Leadership and Adoption During recent changes, how consistently did you translate the announcement into clear implications, choices, and actions for the people affected?

I shared the official message and expected local questions to follow. I explained the tasks, timeline, and immediate expectations. I connected the reason for change to local impact, actions, and a route for questions. I involved affected people in testing implications, risks, ownership, and adoption measures before rollout. I have not had enough opportunity to assess this.

Question 14 of 30 · Change Leadership and Adoption A required process meets a control need but adds measurable frontline effort. The deadline is fixed. What do you do first?

Add training and reinforce why the control is non-negotiable. Separate the non-negotiable control from the changeable workflow and involve users in redesign. Enforce the standard by the deadline and collect feedback after launch. Run a time-boxed pilot and measure effort and errors before scaling. I have not faced a comparable situation.

Question 15 of 30 · Change Leadership and Adoption Which statement best describes how you know whether a change has become the normal way of working?

The launch completed and the required communications were sent. Training completion and system usage are tracked. Managers check behavior, issues, and adoption after launch. Behavior, outcomes, exceptions, and feedback are reviewed against named owners and action thresholds. I have not had enough opportunity to assess this.

Question 16 of 30 · Digital Enablement and Responsible AI Before introducing a digital or AI tool, how consistently did you define the work problem and success measure before selecting the solution?

I started from available tool features and where they might help. I estimated the time or effort the tool could save. I defined the workflow problem, users, expected outcome, and pilot measure. I mapped the workflow, exceptions, data, users, controls, outcome, and full cost of resolution. I have not had enough opportunity to assess this.

Question 17 of 30 · Digital Enablement and Responsible AI An AI assistant may reduce cycle time, but the team identifies data-handling and output-quality risks. The use case is not safety-critical. What do you do first?

Train the team and monitor quality during a controlled rollout. Define the approved use case, data boundaries, human review, success measures, and risk measures, then pilot. Allow voluntary experimentation under existing guidance before deciding. Run a limited pilot with approved data and sample-check outputs. I have not faced a comparable situation.

Question 18 of 30 · Digital Enablement and Responsible AI Which measure best reflects whether AI or automation is creating operating value?

Licenses activated, users registered, or adoption rate. Estimated hours saved or tasks completed faster. Cycle time, output quality, usage, and benefit against the original use case. Resolved-outcome cost, including speed, quality, corrections, exceptions, adoption, control, and measurable benefit. I have not had enough opportunity to assess this.

Chapter 4 of 5

Decisions and Execution

Answer from what is observable in current practice. Evaluative feedback appears only after completion.

Question 19 of 30 · Strategic Prioritization and Decision Quality When priorities competed, how consistently did you make the decision criteria and tradeoffs explicit before committing resources?

I relied mainly on experience, urgency, and the strongest available judgment. I compared the main advantages and disadvantages before deciding. I clarified the decision owner, criteria, constraints, evidence, and main tradeoffs. I also documented assumptions, risk, reversibility, capacity, and when the decision would be reviewed. I have not had enough opportunity to assess this.

Question 20 of 30 · Strategic Prioritization and Decision Quality You can fund only one initiative. One offers probable near-term return. The other has stronger strategic fit but higher uncertainty. What do you do first?

Choose the near-term return and set a trigger to revisit the strategic option. Apply agreed criteria across value, strategic fit, risk, capacity, and reversibility. Split the funding so both initiatives retain momentum. Run a time-boxed test to reduce the most material uncertainty before committing. I have not faced a comparable situation.

Question 21 of 30 · Strategic Prioritization and Decision Quality What usually happens after an important decision has had enough time to produce evidence?

The decision is judged mainly by whether the final outcome was good or bad. The decision is revisited when delivery fails or a senior stakeholder asks. Delivery, risks, and expected benefits are reviewed against the original plan. Assumptions, decision quality, execution, and outcomes are reviewed, and the playbook is updated. I have not had enough opportunity to assess this.

Question 22 of 30 · Operational Excellence and Continuous Improvement When a recurring issue appeared, how consistently did you verify the root cause with process evidence before selecting a fix?

We fixed the immediate case and moved on when service recovered. We added a check, report, or reminder to prevent recurrence. We analyzed the pattern, assigned an owner, tested a fix, and tracked the result. We mapped the end-to-end flow, quantified failure demand, tested causes, and standardized the proven change. I have not had enough opportunity to assess this.

Question 23 of 30 · Operational Excellence and Continuous Improvement Monthly data show that a process meets its local target but creates rework and complaints downstream. There is no active incident. What do you do before changing it?

Improve the local step and monitor the downstream measures. Map the end-to-end flow, quantify failure demand, and involve upstream and downstream owners. Add capacity to absorb the rework while watching the trend. Analyze defect patterns and test a contained change with the downstream team. I have not faced a comparable situation.

Question 24 of 30 · Operational Excellence and Continuous Improvement Which statement best describes continuous improvement in the operating rhythm?

Improvement happens through periodic projects or when performance drops. Ideas and issues are captured, but implementation depends on available time and sponsorship. A regular cadence reviews measures, assigns owners, and tests prioritized changes. Improvement is built into performance reviews, ownership, experiments, verified benefits, and updated standards. I have not had enough opportunity to assess this.

Chapter 5 of 5

Growth and Direction

Answer from what is observable in current practice. Evaluative feedback appears only after completion.

Question 25 of 30 · Growth, Feedback, and Development In recent development conversations, how consistently did the other person help define the goal, the evidence of progress, and the next step before you offered advice?

Development was mainly covered through annual goals, required learning, or available roles. I identified likely development needs and suggested relevant actions. We jointly defined the goal, actions, and evidence, then scheduled a review. The person owned the goal, tested it through work, gathered feedback, and adjusted the plan with me. I have not had enough opportunity to assess this.

Question 26 of 30 · Growth, Feedback, and Development A colleague is considering a major career change but cannot yet define what success would mean. What do you do first?

Share relevant personal experience and ask what resonates. Explore motivations, strengths, constraints, and success criteria through questions. Recommend roles and resources that fit the person's current profile. Offer a structured reflection exercise and schedule a follow-up. I have not faced a comparable situation.

Question 27 of 30 · Growth, Feedback, and Development Which statement best describes how development opportunities are created and followed through?

People can access a learning catalog and apply when opportunities appear. Strong performers receive stretch work through informal manager judgment. Development goals are linked to assignments, mentoring, feedback, and scheduled review. Opportunities are allocated against clear goals, progress evidence is reviewed, and the path adjusts as capability grows. I have not had enough opportunity to assess this.

Question 28 of 30 · Purpose, Direction, and Mobilization When priorities changed, how consistently did you connect the change to a clear purpose and explain what people should do differently?

I shared the updated priority and expected leaders to translate it locally. I explained the goal, timeline, and immediate expectations. I connected the reason, priorities, roles, and next actions. I connected purpose, tradeoffs, expected behavior, decision boundaries, and invited ownership of execution. I have not had enough opportunity to assess this.

Question 29 of 30 · Purpose, Direction, and Mobilization A necessary cost reduction appears to conflict with the organization's growth message. What do you say to the team first?

Reconnect to the long-term growth direction and share confirmed details as they become available. Explain the reality and tradeoffs, the decision principles, what changes, what remains, and the next actions. Share only the confirmed actions and avoid interpreting the wider strategy. State the known impact, reconnect it to purpose, and invite questions you can answer or close later. I have not faced a comparable situation.

Question 30 of 30 · Purpose, Direction, and Mobilization Which is the strongest evidence that people can carry the direction without waiting for you?

People respond positively when I am visible and reinforce the message. People execute clear instructions and escalate when something changes. People understand priorities, make aligned decisions, and explain the direction to others. People use shared purpose, priorities, and decision principles to adapt, act, and correct course without waiting. I have not had enough opportunity to assess this.