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Leadergrow Advanced Leadership Assessment

This list is intended as an adjunct to, rather than replacement for, conventional leadership skill inventories. There are five (5) items on this list for each category. Score each item according to the following criteria:

  1. Rarely demonstrates this skill in a way that people recognize.
  2. Occasionally models this behavior, but is spotty in application.
  3. Normally exhibits this skill unless there is some special circumstance.
  4. Always models this attribute even if it causes personal discomfort.
  5. Is a true champion of this attribute. Not only practices it, but teaches others to model this as well.

Builds a winning and inclusive culture

Demonstrates consistency of words and actions


Avoids playing favorites


Understands the power of reinforcing candor and practices it


Recognizes interfaces are opportunities to build or destroy trust


Avoids large trust withdrawals


Builds an environment of trust

Celebrates small wins that lead to better performance


Does not tolerate exclusion - draws best from everyone


Emphasis on building culture as a central theme


Invests team time each month on building culture


Models a winning spirit and healthy competition


Ability to be genuine and connect well with people at all levels

Communicates at the gut level and tests for understanding


Not aloof or formal, but relaxed and approachable


Meets with people frequently on their own turf


Develops a mastery of reading body language accurately


Relates particularly well in group settings and presentations


Is firm but fair

Insists on people doing what is right


Treats people with respect and dignity


Teaches discipline instead of having to remind people of rules


Acts as a sounding board for people


Does not treat everyone the same way


Admits mistakes publicly

Takes the opportunity to admit mistakes rather than hide them


Asks for help and forgiveness


Uses mistakes as a method of building higher trust


Is transparent in both directions (up and down)


Does not let personal EGO get in the way of humble truth


Leads by example

Follows the rules and is truly engaged in the business


Does not tolerate things that are "sort of" right


Goes the extra mile to demonstrate passion - sometimes startling things


Sacrifices personal gain or comfort to show commitment


Does the right thing even when nobody would know


Demonstrates integrity

Shows high ethical standards is all actions


Does not yield to temptation to spin things to be acceptable


Publicly discusses decisions from an ethical perspective


Sometimes does things that seem illogical but are the right thing to do


Reinforces ethical behavior in others and demands a high standard always


Listens Deeply

Practices active listening, especially in emotional exchanges


Verifies correct messages have been heard


Listens to words, tone, and body language simultaneously


Seeks deep understanding of both meaning and intent


Leaves people with feeling of being understood rather than just heard


Allows people to give their input

Taps into the entire organization for ideas


Goes out of the way to encourage active participation


Has the ability to read when people are holding back


Uses Socratic questions to draw people out


Employs a variety of creative tools to get the best insights possible


Negotiates and advocates well

Represents the views of people accurately


Maintains credibility by not overselling the case


Knows when to bear down and when to back off


Advocates a position of empowering people


Negotiates well both upward and downward


Operates as a Level 5 Leader

Demonstrates simultaneous passion and humility


Gives credit to people in the organization for good performance


Takes personal responsibility for poor performance - not blame others


Makes sure people see the true vision and why they are better off with it


Gets the right people on the bus and the wrong people off the bus


Makes good decisions and demonstrates business acumen

Shows good balance between business needs and people needs


Perseveres with good decisions even when under extreme pressure


Makes decisions from a holistic view


Delegates authority to the appropriate level


Able to sell unpopular but necessary decisions


Builds a reinforcing culture

Reinforces behaviors that support the goals


Shows sensitivity and reinforces fairly - does not play favorites


Tests if proposed reinforcement will be viewed as reinforcing


Verifies reinforcement has the right impact


Avoids excessive trinkets and insincere praise


Communicates well with groups

Reads audiences well and makes good eye contact with people


Engages audience and avoids the "eyes glaze over" effect


Ensures key messages have been internalized


Keeps people informed of changing conditions


Explains "why" as well as "what" - stresses impact


Calms stressful conditions and diffuses explosive situations

Avoids getting into a mob scene when messages are difficult


Contains negative energy and maintains control


Deals well with issues before pressure is built up


Allows people to vent but keeps dialog moving toward constructive ideas


Deals with trouble-makers off line and efficiently


Manages personal development

Seeks input on ways to improve performance


Welcomes constructive input without becoming defensive


Considers leadership a life-long learning journey


Role model for developing other leaders


Acts as a teacher, coach and, mentor on a continual basis


Generates passion

Models enthusiasm for people and the business


Shows personal engagement with actions as well as words


Creates motivation by liberal use of motivating factors - not hygiene factors


Creates a sense of ownership of all people in the business


Clarifies the strategy and lives it


Develops others

Lets people know their development is a high priority


Embraces concept of cross training for everyone


Follows up to ensure effectiveness of training programs


Seeks to bring out the leadership in everyone


Uses current situations as a living laboratory for leadership


Reduces credibility gap between management and workers

Explains policies and seeks out areas of possible confusion


Ensures management understands impact of decisions on people


Communicates efficiently in both directions to ensure understanding


Negotiates win-win solutions


Makes swift corrections when missteps occur


Builds a "safe" environment

People feel free to express their concerns


Deals with conflicts in accordance with stated values


Creates high trust where people know they are valued


Takes personal risks when necessary to extend trust to others


Does not tolerate retribution