Leadership self-check
Where to look first.
Ten statements, two for each of the five areas we work in. Answer for how the last three months actually went. At the end you'll see which area to look at first.
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Look here first
Your answers point at how you carry pressure yourself. A leader's state reaches the room before it reaches the numbers: the team reads the stillness, decisions drift toward what feels controllable, and bad news starts arriving late. With executives, this is usually where we start: what happens in you before the decision, and what the people around you see.
Your answers point at how decisions get made and how they hold. When settled questions keep returning and the urgent eats the important, the rules for who decides what, and on what basis, have usually never been said out loud. The work is to make that structure explicit, so the big choices get your time and the settled ones stay settled.
Your answers point at what travels between you and the people you lead. Disagreement that surfaces only after the meeting, and a message that comes back changed, tell you what the room has learned is safe to say to you. The work starts with how you are heard, which is often different from how you think you sound.
Your answers point at the team and the culture it runs on. Friction that survives every fix, and values that differ from what gets rewarded, usually come from the system people work inside, so replacing people seldom ends it. The work is to find the pattern the team keeps repeating and what keeps paying for it.
Your answers point at how the organization takes in change. Changes adopted on paper, and work that routes around the structure, show where the formal design and the real one have drifted apart. The work is to map how decisions and work actually move, and to design the next change around that.
Scored the same: .
Nothing stands out
You answered Rarely to every statement.
That is worth knowing too. If something made you take this anyway, that is usually the thing to talk about.