Take the Free Assessment → Is your lab running you, or are you running your lab?

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Quiz Questions

1.
Ownership for recurring lab work (e.g., analyses, protocol updates, reporting) is clear and documented.
- A.
  1 — Strongly Disagree
- B.
  2 — Disagree
- C.
  3 - Neither Disagree or Agree
- D.
  4 - Agree
- E.
  5 - Strongly Agree
2.
Recurring work does not default to the PI simply because ownership is unclear.
- A.
  1 - Strongly Disagree
- B.
  2 - Disagree
- C.
  3 - Neither Disagree or Agree
- D.
  4 - Agree
- E.
  5 - Strongly Agree
3.
For most tasks, it is clear what “done” means before work begins.
- A.
  1 - Strongly Disagree
- B.
  2 - Disagree
- C.
  3 - Neither Disagree or Agree
- D.
  4 - Agree
- E.
  5 - Strongly Agree
4.
When work changes hands, expectations are usually explicit rather than assumed.
- A.
  1 - Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree or Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
5.
We have a shared view of active projects and priorities across the lab.
- A.
  1 - Strongly Disagree
- B.
  2 -Disagree
- C.
  3- Neither Disagree or Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
6.
Bottlenecks or stalled work are visible early, not discovered at the deadline.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
7.
Cross-disciplinary work (e.g., wet ↔ dry, clinic ↔ bench) has clear handoff points.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
8.
Work usually moves forward without significant rework.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
9.
Expectations for recurring decisions or deliverables are explicit and reusable.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
10.
Agreement is explicitly confirmed rather than assumed through silence.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
11.
Decision timing (who decides by when) is usually clear.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
12.
Most projects move forward with few surprises because expectations are stated upfront.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
13.
Team members feel able to surface uncertainty or mistakes early in the process.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
14.
Questions are treated as part of rigorous science, not as weakness.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
15.
Learning happens early enough to prevent small issues from becoming expensive problems.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
16.
Feedback focuses on the work and process, not personal blame.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
17.
Disagreements tend to surface early rather than staying unspoken.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
18.
When tension arises, it stays focused on priorities, data, or tradeoffs.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
19.
Decisions are addressed directly rather than delayed to avoid discomfort.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
20.
Misalignment is handled through direct conversation rather than side discussions.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
21.
Workload expectations are realistic given current capacity.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
22.
Urgency is managed in ways that preserve quality and prevents burnout.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
23.
Projects move forward steadily rather than relying on last-minute pushes.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
24.
The lab adjusts sequencing or scope when overload becomes visible.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
25.
Lab members develop skills through real responsibility, not just observation.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
26.
Growth conversations are tied to actual work, not postponed indefinitely.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
27.
Responsibility for moving work forward is distributed rather than relying on the same people.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
28.
Leaders support autonomous development without stepping in later to take over the work.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
29.
The lab has identifiable practices that replenish energy over time.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
30.
Drains on morale are noticed and addressed by leadership to ensure member well-being.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
31.
Progress feels sustainable, without relying on constant heroics.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
32.
People can imagine staying engaged here through challenges and change.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
33.
There is at least one shared artifact (doc, board, dashboard) that shows how the lab works.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
34.
When work gets stuck, there is a known place or method to surface it.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
35.
Leadership decisions are supported by structure and processes, not just personal effort.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree
36.
The team or lab periodically reflects on how it is working, not just what it is producing.
- A.
  1- Strongly Disagree
- B.
  2- Disagree
- C.
  3- Neither Disagree nor Agree
- D.
  4- Agree
- E.
  5- Strongly Agree

Quiz Outcomes

1.
30–60: Leader-as-System Model
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Your lab is functioning largely because you are compensating for a missing structure.Common signs:Work defaults to youDecisions bottleneck at youYou hold context that others don’tProgress relies on personal vigilanceThis is not failure. It is a signal of scale without infrastructure.Recommended starting point System 1 (Team Structure) System 4 (Communication & Expectations)
2.
61–100: Transitional System Mode
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Some systems are working. Others depend heavily on informal coordination.Common signs:Certain workflows are clear; others are brittleTeams function well until pressure risesRework appears during transitions or deadlinesYou still step in more than you wantThis is the most common range for growing labs.Recommended starting point:→ Look for the lowest-feeling section and start there(often System 2, 5, or 6)
3.
101–130: Emerging Operating System
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Your lab has visible structure and shared norms—but they aren’t fully stress-tested.Common signs:Ownership is usually clearBottlenecks are visibleLearning happens earlierPressure reveals a few weak pointsYour work now is refinement, not rescue.Recommended starting point:→ System 5 (Conflict), System 7 (Development), or System 8 (Sustainability)These strengthen resilience.
4.
131–150: System-Carried Leadership
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The lab functions through shared infrastructure, not heroics.Common signs:Decisions don’t depend on your presenceLearning is fast and visibleWorkload adjusts when pressure risesPeople grow without constant oversightThis is rare—and fragile if not maintained.Recommended starting point:→ Integration Module or targeted tuning of one systemYour focus is preservation and adaptation, not rebuilding.A higher score does not mean “done.”It means different leadership work is now required.

Take the Free Assessment → Is your lab running you, or are you running your lab?

Practical leadership insight for scientists leading teams, grants, and growing labs.

Quiz Questions

Quiz Outcomes