Rate each statement based on how you actually lead today — not how you'd like to. Use the 1–5 scale: 1 = Rarely true 3 = Sometimes true 5 = Consistently true. There are no right answers. The goal is an accurate picture you can act on.
01Clarity & Direction
How well you define where you're going and help others find their footing when things shift.
When I kick off a project, I define what success looks like — not just what we're building, but what will be measurably different when we're done.
RarelyConsistently
My team could use my stated direction to decide between two competing approaches without asking me.
RarelyConsistently
When circumstances change mid-project, I revisit and update direction rather than expecting the team to adapt without guidance.
RarelyConsistently
I can deliver clarity even when I don't have all the answers — I distinguish between what's known, what's uncertain, and what will be decided.
RarelyConsistently
When I run a meeting, people leave knowing what was decided, who owns what, and what happens next.
RarelyConsistently
02Trust & Delegation
How well you let go of the work and build others' capacity to lead.
I can let someone handle something their own way — even if I'd do it differently — without stepping in unless there's a real risk.
RarelyConsistently
When I delegate, I'm clear on the outcome, the constraints, and who has decision authority — not just the task itself.
RarelyConsistently
I check in with my team without checking up on them — I know the difference between visibility and oversight.
RarelyConsistently
People on my team bring me recommendations — not just problems — which tells me they feel trusted to form their own judgment.
RarelyConsistently
I deliberately give people assignments that stretch them, not just assignments I'm confident they'll complete.
RarelyConsistently
03Alignment at Speed
How well you keep teams moving in the same direction when pace is high and conditions keep shifting.
When a project stalls, I can usually trace it back to a clarity or alignment problem — not a capability or effort problem.
RarelyConsistently
I set explicit constraints on scope and boundaries — not just goals — so teams know what they should not be spending time on.
RarelyConsistently
Before a decision meeting, I ensure my team knows what criteria we'll use to evaluate options — so the conversation moves toward commitment.
RarelyConsistently
When I make a decision, it sticks. My team doesn't relitigate it when new input arrives or pressure mounts.
RarelyConsistently
I check in periodically on whether the original direction still applies — not just at kickoff, but as conditions evolve.
RarelyConsistently
04People & Culture
How well you create conditions for people to do their best work — belonging, recognition, feedback, and safety.
I can name at least one specific thing each person on my team is working to get better at — and I've had that conversation with them directly.
RarelyConsistently
When someone makes an error, my first instinct is curiosity — understanding what happened — not correction.
RarelyConsistently
People on my team raise concerns and share bad news without waiting to see how I'll react first.
RarelyConsistently
I recognize effort and growth specifically — not just outcomes. I name what I noticed and why it mattered.
RarelyConsistently
I protect my energy and notice when I'm running on empty — because I know my state shapes the team's experience of pressure and safety.
RarelyConsistently
Your Leadership Readiness Score
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Dimension Breakdown
Where you're strong, where there's room to grow, and what to focus on first.
Your next three moves
Based on your lowest-scoring dimension, here's where to focus your attention first.
Want to go deeper?
A 30-minute discovery call with Rebecca or Keith will turn these results into a concrete development plan — whether you're coaching yourself or building a leadership team.