If leading feels different, you're probably right. Let's find out why.

This diagnostic is designed to help senior leaders identify what's shifting in their work and why. Your responses will surface patterns worth paying attention to and point toward ways you might navigate what's ahead. It takes less than 20 minutes.

Section 1 of 4

About Your Current Situation

Question 1

Your current scope in one line: what are you accountable for and to whom?

Question 1b

How would you describe your current level?

Question 2

How long have you been in this role?

Less than 6 months

6–18 months

18 months – 3 years

3+ years

Question 3

What changed most recently for you professionally?

Question 4

Over the last six months, the organization has mostly been:

Steady: performing well, no major change underway

Stabilizing: recovering its footing after a period of disruption

Scaling: growing headcount, scope, or market faster than before

Restructuring: reorganizing how the work and the reporting lines are arranged

Contracting: reducing headcount, budget, or scope

Drifting: active, but without a clear direction being set

Question 4b

Anything else worth noting about the organization's current state?

Section 2 of 4

Potential Friction Points

Question 6

What used to work well for you as a leader that no longer seems effective?

The next several questions ask you to pick two answers from the list of options — one that is most true for you and the one that is least true.

Question 7

Think of the last time a priority you set got quietly dropped or dismissed. Looking back, which was most true and which was least true?

Option	Most	Least
I hadn't made the case well enough
I needed the right people behind it earlier
In this organization, what gets funded tells you more than what gets agreed to in the room
There was more going on than anyone was willing to say out loud
This hasn't come up for me	Select to skip grid

Question 8

When you're most frustrated at work lately, which of these is most true and which is least true?

Option	Most	Least
The frustration points to something I need to do or think about differently
The frustration is mostly mine to own, though the context plays a role
The frustration is shared — something in me and something in this environment
The frustration tells me more about this environment than it does about me

Question 9

A peer says your team's approach is "not how we do things here." Which is most like what you'd actually do and which is least?

Option	Most	Least
Adjust — it's not worth the friction on this one
Reframe it in terms that land better with them
Ask what's behind "how we do things" before deciding anything
Accept that your way and theirs don't mix, and pick which fight matters

Question 10

When things aren't working the way I expected, I tend to...

Section 3 of 4

Taking Perspective

Question 11

When you judge your own performance, which is most true and which is least?

Option	Most	Least
I measure against a standard I've developed through my own learning, even when it differs from what others expect
I measure against the goals I committed to
I measure against the broader impact, even though my goals may suffer
I measure against what the role actually demands, in or out of the goals

Question 12

Think of a recommendation you were confident in that didn't get adopted. Which is most true of how you saw it afterward and which is least?

Option	Most	Least
The analysis held up, but I should have built support for it differently
I considered how I could have stepped back from the debate entirely and reframed what we were actually trying to solve
I was confident in the analysis, and it should have carried more weight than it did
The room was solving for something I hadn't taken seriously enough
This hasn't come up for me	Select to skip grid

Question 13

When I get feedback I disagree with, I...

Question 14

The kind of leadership style I respect most is...

Question 15

When you find yourself reading a situation differently from most of the people around you, which is most true and which is least?

Option	Most	Least
I look for what I might be missing that others can see
I try to understand whether we're solving for the same thing
I hold my read and look for the right moment to surface it
I've learned that my read and others' often start from different places entirely

Section 4 of 4

How You Operate

Two quick ones. Go with your first instinct.

Question 16

Under pressure, your strongest instinct is to:

Option	Most	Least
Make a call and adjust as you go
Gather input from the right people before deciding
Work the problem until the answer becomes clear
Make sure the team is aligned before moving

Question 17

Your energy at work comes most from:

Option	Most	Least
Driving toward a result
The people you're working with
Solving a complex problem
Building something that lasts

Your name and email allow us to send your personalized report. We don't share or sell your information.

✓

Thank you for taking the time.

Your responses have been recorded. You'll receive your personalized reflection within 2–3 business days.

In the meantime, if something is already surfacing for you, feel free to reach out directly.