The Leadership Blindspot Quiz

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Quiz Questions

1.
1. Thinking about what’s going on in your work life, what do you want to improve? Pick your top 1 or 2 focus areas:
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- A.
  Myself (e.g., managing stress/workload, focus, confidence, motivation).
- B.
  My direct team (e.g., delegation, development, engagement, difficult conversations).
- C.
  My manager or senior leadership (e.g., managing up, influencing decisions, visibility).
- D.
  My peers or other key stakeholders (e.g., collaboration, navigating politics, gaining buy-in).
- E.
  It feels like a mix across all of these!
2.
2. You’ve got a big project, and delivery depends on others. What’s your go-to approach?
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- A.
  I'd set ambitious goals, clear deadlines. My focus is to drive top performance from the key people.
- B.
  I need to make sure I'd stay close and ready to jump in with answers if they get stuck. We would move faster that way.
- C.
  I'll start by connecting the dots for them. They have to get why this matters for the bigger picture.
- D.
  I'd make sure the people doing the work feel supported and positive about tackling this. That's absolutely key.
- E.
  First things first: identify potential pitfalls. Risk assessment is vital.
3.
3. You have to have that difficult conversation with someone at work (ie, a disagreement or performance gap). What's you approach?
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- A.
  Being direct and clear is non-negotiable. I'd address the gap head-on and state the standard that needs to be met, no beating around the bush.
- B.
  I'll probably focus on explaining the 'right' or 'best' approach based on my expertise and guiding them towards that understanding.
- C.
  I'll help them see how this specific issue connects to our larger goals or the team's strategic direction.
- D.
  Handling it gently is key. For me, preserving the working relationship and ensuring they feel heard and respected is a top priority.
- E.
  I need to be prepared with all the data and facts. I'd focus the conversation mainly on the objective business reasons and documented examples.
4.
4. Think about a strategic planning meeting ( a good one:). What part genuinely energizes you?
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- A.
  Defining the actions, timelines, and measurable metrics. That's where the rubber hits the road and how we guarantee delivery.
- B.
  Leveraging my expertise to figure out the 'how'. Identifying the smartest, most efficient operational or technical path forward.
- C.
  Brainstorming bold, breakthrough ideas and envisioning new future possibilities.
- D.
  Building real buy-in and consensus. Ensuring diverse voices are contributing and creating alignment across the group.
- E.
  Stress-testing the plan, finding the potential flaws, and figuring out how to make it robust, realistic, and risk-proof. That's satisfying.
5.
5. What truly drains your energy or causes the most frustration for you?
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- A.
  Sloppy execution, missed deadlines, and work that doesn't hit the required standard – frustrating!
- B.
  Honestly? Watching people struggle with "easy" problems. The ones I know I could solve efficiently myself!
- C.
  Getting constantly pulled into urgent daily fires instead of having clear space to think about the long game.
- D.
  Navigating awkwardness or conflict: office politics, negativity, or just struggling to get people to collaborate smoothly.
- E.
  Unexpected chaos. Sudden changes or unforeseen risks – that unpredictability is the worst.
6.
6. You face making a tough call that some key people won't like. How would you go about that? – your default setting?
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- A.
  I'd make the call based on what delivers the best results, the way I see it. Someone needs to make the tough calls.
- B.
  I'd rely on my deep analysis to determine the single 'best' way forward, then explain the undeniable logic to anyone who questions it.
- C.
  I'd frame the decision around the necessary long-term benefit or strategic imperative for the organization's future.
- D.
  I'd probably invest some time trying to build consensus upfront or find compromises to minimize negative reactions and maintain harmony.
- E.
  I'd analyze every potential downside and risk thoroughly. I'd gather all necessary data, perhaps seek senior backing, then proceed with extreme caution.
7.
7. When it comes to developing your direct reports, what feels most fundamental to you?
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- A.
  Give them challenging goals and stretching assignments that push their capabilities and drive them to achieve more.
- B.
  Provide access to my know-how and guide them step-by-step on the most effective way to execute the tasks.
- C.
  Get them engaged. Helping them connect their individual growth with the bigger picture context.
- D.
  Create a truly supportive and psychologically safe space where they feel genuinely encouraged, valued, and comfortable taking risks.
- E.
  Ensure they learn carefully and meticulously, avoiding costly mistakes or missteps that could expose the business to unnecessary risk.
8.
8. Pressure mounts, deadlines loom, and that familiar overwhelm is creeping in. What's your default coping strategy?
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- A.
  I'd just double down – work longer/harder, focus intensely, and power through the sheer volume until it's done.
- B.
  I'd take back control by focusing on the critical problems I know I can solve myself.
- C.
  I'd step back, reassess priorities, and reconnect with the overall big picture view to regain perspective.
- D.
  I'd reach out and talk it through with a trusted colleague or mentor for perspective and emotional support. Connecting helps.
- E.
  I tend to become more meticulous and cautious. I'd slow down, gather more information, maybe delay big decisions until I feel more certain and in control.
9.
9. If your colleagues (team, peers, boss) were asked about the thing you're naturally best at – what would they most likely highlight?
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- A.
  My focus on execution and delivering strong, tangible results. I make things happen.
- B.
  That I'm the go-to person for deep expertise or solving complex technical/operational challenges effectively. I find the answers.
- C.
  My ability to think strategically, see the big picture trends, and shape the future direction or vision. I see what's next.
- D.
  How I build strong relationships, foster collaboration, and create a positive, supportive environment for people.
- E.
  That I'm reliable, thorough, manage risk effectively, and ensure stability and security for the team or organization.
10.
10. When you struggle or you're faced with something you don't know, how does it feel to say "I don't know" or to ask others for support?
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- A.
  It feels inefficient, honestly. My default is to find the answer myself because it's faster than explaining what I need.
- B.
  A bit uncomfortable. People rely on me for the answers and decisiveness, so asking for help feels...awkward, like I'm not fulfilling my role.
- C.
  It often feels productive. It can lead to better ideas or spark collaboration that I wouldn't necessarily get by staying in my own head.
- D.
  It feels pretty natural. Being open about needing input or not having all the answers builds trust and feels more authentic and collaborative.
- E.
  It can feel risky. Admitting not knowing, feels like it could undermine confidence in my leadership or expose a vulnerability.
11.
11. A potentially disruptive new approach or technology appears on the horizon. What's your immediate internal reaction?
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- A.
  "Performance boost?" My first thought immediately jumps to how fast this could improve our metrics, speed, or output.
- B.
  "How does it work?" I need to understand the underlying mechanics, the technical details, and the real-world application in our context.
- C.
  "Is this a game changer?" My mind immediately goes to exploring how it could reshape our industry, our strategy, or our position in the market.
- D.
  "What's the people impact?" I first consider what this means for everyone involved, how it will affect the team, and how to manage the human side of the change.
- E.
  "Okay, what's the catch?" My mind starts assessing the potential risks, the downsides, the implementation challenges, and the unexpected consequences.
12.
12. When you think, “This is great! I feel really proud!” What needs to happen for you to experience that?
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- A.
  When we knock our performance targets out of the park. Delivering clear, measurable results feels like winning.
- B.
  After I've solved a complex business mess or expertly guided someone through a tricky operational or technical challenge. That feeling of solving it:)
- C.
  When we're successfully executing a major strategic shift or moving clearly toward the future vision I helped shape.
- D.
  When I see people genuinely connecting, collaborating well, and lifting each other effectively. The human connection piece.
- E.
  Successfully steering us through a choppy period, managing significant risks, and keeping the team or organization stable and secure despite external pressures.

Quiz Outcomes

1.
Your Result: The Driven Achiever!
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That relentless drive, those high standards, that laser focus on getting things done? That's likely your superpower.You love seeing results, pushing boundaries, and making things happen – it's probably core to who you are.But here's where that superpower can derail you:When that powerful 'Achiever' engine is running on full power, especially under pressure, it can sometimes create unintended consequences. You might find yourself feeling a constant internal pressure – is slowing down even an option? This can lead to burnout (for you, definitely, and maybe your team too). For others, your intense drive might occasionally feel less like 'inspiring pace' and more like 'relentless pressure'.And being known as the one who makes things happen- is great till you are seen as more operational than strategic. Some might question whether you have what it takes to think strategically and move up the ladder.Initial changes to consider:STOP automatically hitting the 'accelerator' harder as the first response to every challenge. Consider slowing down to speed up.START to intentionally ask how things are going (process, capacity, sustainability) with the same rigor you'd ask about the results.CONTINUE setting high standards and driving for results, but consciously balance that drive with awareness of the human energy system powering it.Ready for a deeper dive? Your detailed PDF report includes specific, actionable strategies you can put in place this week, plus insights into the key leverage areas to focus on.It's waiting in your email inbox if you opted in! Check it there.You didn't opt in? You can still get it here if you want to.
2.
Your Result: The Problem-Solver!
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You likely love digging into complex issues, getting into the details and applying your expertise till you get to the 'right' answer. Being the go-to person with the solution probably feels satisfying and valuable.But here's where that superpower can derail you:Being the primary 'fixer' is incredibly useful, until it isn't. You might find yourself jumping in quickly when you see others struggle (that urge to 'rescue' can be strong!). And if you're always providing the answer, how are you supporting others learn to solve things themselves? Does your speed sometimes mean you inadvertently dismiss slower, but potentially valuable, team thinking? This pattern can lead to you becoming a bottleneck and others becoming overly dependent, limiting both their growth and your capacity for higher-level strategic work.Initial changes to consider:STOP offering your solution as the first step when someone presents a problem.START using curiosity and questions ('What have you tried?' 'What options do you see?') to draw out other people's thinking before you offer any expertise.CONTINUE Valuing and using your expertise, but shift the focus towards using it to teach and guide others, multiplying problem-solving capability around you.Ready for a deeper dive? Your detailed PDF report includes specific, actionable strategies you can put in place this week, plus insights into the key leverage areas to focus on.It's waiting in your email inbox if you opted in! Check it there.You didn't opt in? You can still get it here if you want to.
3.
Your Result: The Big Picture Strategist!
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Your mind likely thrives on seeing the future, connecting disparate ideas, and painting that compelling long-term vision. You're energized by possibility and mapping out where things could go.But here's where that superpower can derail you:That amazing 30,000-foot view is crucial, but sometimes the connection back to the ground level gets fuzzy. You might find yourself impatient with operational details, assuming the 'how' will just happen once the 'why' is clear. Or perhaps your mind generates exciting new possibilities so fast that your team feels confused about the current priorities. When the bridge between vision and concrete steps isn't explicitly built, even brilliant strategies can stall, leaving you feeling frustrated and others feeling unclear.Initial changes to consider:STOP assuming the implementation path is obvious to everyone once the vision is shared.START to dedicate specific time (equal to vision-casting time!) to collaboratively define the concrete first steps and near-term priorities needed to move towards the vision.CONTINUE inspiring with your strategic foresight, but consciously translate it into tangible milestones and check for clarity on the immediate actions required.Ready for a deeper dive? Your detailed PDF report includes specific, actionable strategies you can put in place this week, plus insights into the key leverage areas to focus on.It's waiting in your email inbox if you opted in! Check it there.You didn't opt in? You can still get it here if you want to.
4.
Your Result: The Positive Connector!
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You likely excel at building rapport, fostering collaboration, and creating environments where people feel supported and heard. Harmony and positive relationships are probably high on your value list.But here's where that superpower can derail you:Connection is vital, but when preserving harmony becomes the top priority, you may compromise on necessary actions. You might find yourself avoiding difficult feedback because it feels unkind. You might delay tough decisions to avoid upsetting anyone. And does saying 'yes' to keep the peace sometimes leave you overcommitted? This avoidance of 'productive tension' can lead to unresolved issues, unclear standards, and ultimately, weaker results and potentially even less authentic relationships.Initial changes to consider:STOP smoothing over disagreements or avoiding necessary critical feedback solely to keep things feeling pleasant.START to practice injecting constructive challenge and delivering clear feedback (even if minor) focusing on the issue, not the person.CONTINUE building strong, supportive relationships, while integrating the courage to hold necessary boundaries and navigate tough conversations directly – real trust includes both.Ready for a deeper dive? Your detailed PDF report includes specific, actionable strategies you can put in place this week, plus insights into the key leverage areas to focus on.It's waiting in your email inbox if you opted in! Check it there.You didn't opt in? You can still get it here if you want to.
5.
Your Result: The Self-Reliant Guardian!
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That strong sense of responsibility, careful attention to risk, and focus on stability likely make you a dependable anchor for your team or organization. You value thoroughness and protecting against failure.But here's where that superpower can derail you:Being the primary protector is important, but holding control too tightly can inadvertently limit growth – both for others and for yourself. You might find it genuinely difficult to trust others with high-stakes work, feeling the need to oversee details closely. Does asking for help feel like a sign of weakness? This intense self-reliance and caution can stifle innovation, slow down decisions, and prevent others from developing autonomy. It can feel safe, but it might also feel isolating or create bottlenecks.Initial changes to consider:STOP assuming that you must personally oversee every critical detail to prevent failure. Question that.START to experiment with delegating real authority (not just tasks) within clear boundaries for lower-risk items, consciously practicing trust in others' competence.CONTINUE providing stability and managing risk, while actively looking for opportunities to build collective resilience and capability through empowerment, not personal control.Ready for a deeper dive? Your detailed PDF report includes specific, actionable strategies you can put in place this week, plus insights into the key leverage areas to focus on.It's waiting in your email inbox if you opted in! Check it there.You didn't opt in? You can still get it here if you want to.