Which of the four axes is
your weakest?

Twenty-four statements, six per axis, drawn from the competencies each map of the Leadership Architecture develops. Answer thinking about what actually happens today — not about what ought to happen.

It takes about 5 minutes.
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Axis 1 · Leading Yourself 1 of 24

Self-awareness
I notice the effect my mood and my tone have on the people around me.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Purpose and values
When a hard decision comes up, I have clear criteria about what I am not willing to give up.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Mental models
Before I conclude anything about someone, I check whether I am reacting to the fact or to my reading of it.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Growth mindset
When my work is criticised, I can make use of it without defending myself first.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Self-regulation
Under pressure, I can pause before answering instead of reacting on autopilot.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Discipline and habits
My routine protects time for thinking, not only for doing.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Psychological safety
In my meetings, someone disagrees with me openly without my having to ask for it.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Trust
People on my team bring me problems early, while there is still time to act.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Communication and feedback
I give specific feedback in good time, not only once the problem has grown.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Development
Everyone on my team knows what they need to develop and is working on it.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Collaboration
My team settles among themselves whatever does not need to come through me.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Recognition
I recognise concrete contributions by name and context, not with generic praise.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Processes and priorities
If I ask three people on the team what this week’s priority is, I get the same answer.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Decisions with criteria
Important decisions follow explicit criteria that the team knows.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Experimentation
We test ideas at small scale before committing the whole team.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Coordination
What the different workstreams deliver fits together without last-minute rework.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Continuous improvement
After a project we stop to draw out the learning — and it changes something in practice.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Sustainable results
We hit our targets without burning the team’s capacity to hit the next ones.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Culture and values
What the company says it values is what actually gets recognised and promoted here.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Strategy and vision
I can explain to my team how their work connects to the company’s strategy.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Innovation and adaptation
When the situation changes, we change course quickly instead of defending the old plan.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Sustainability
In today’s decisions, I weigh the effect they will have one or two years from now.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Organisational learning
What my team learns reaches other areas and becomes practice there too.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always
Alignment across areas
I work well with neighbouring areas, without fighting over resources or credit.

Choose how much this happens today
Almost never Rarely Sometimes Often Almost always

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Your result

Your weakest axis is
—

Where to start

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Leave your email and I will send it to you personally — the detail on all four axes, the recommended practices for each, and a first-30-days plan.

Bring this to my team

Which of the four axes isyour weakest?

I notice the effect my mood and my tone have on the people around me.

When a hard decision comes up, I have clear criteria about what I am not willing to give up.

Before I conclude anything about someone, I check whether I am reacting to the fact or to my reading of it.

When my work is criticised, I can make use of it without defending myself first.

Under pressure, I can pause before answering instead of reacting on autopilot.

My routine protects time for thinking, not only for doing.

In my meetings, someone disagrees with me openly without my having to ask for it.

People on my team bring me problems early, while there is still time to act.

I give specific feedback in good time, not only once the problem has grown.

Everyone on my team knows what they need to develop and is working on it.

My team settles among themselves whatever does not need to come through me.

I recognise concrete contributions by name and context, not with generic praise.

If I ask three people on the team what this week’s priority is, I get the same answer.

Important decisions follow explicit criteria that the team knows.

We test ideas at small scale before committing the whole team.

What the different workstreams deliver fits together without last-minute rework.

After a project we stop to draw out the learning — and it changes something in practice.

We hit our targets without burning the team’s capacity to hit the next ones.

What the company says it values is what actually gets recognised and promoted here.

I can explain to my team how their work connects to the company’s strategy.

When the situation changes, we change course quickly instead of defending the old plan.

In today’s decisions, I weigh the effect they will have one or two years from now.

What my team learns reaches other areas and becomes practice there too.

I work well with neighbouring areas, without fighting over resources or credit.

Where to start

Want the full report?

Which of the four axes is
your weakest?