When a group is struggling to make a decision, you are most likely to: *

Push toward a clear decision so everyone can move forward.

Talk through the possibilities and get people engaged in a direction.

Make sure concerns are heard before the group commits.

Identify what information is still missing before deciding.

2. When someone brings you a problem, your first instinct is usually to: *

Help identify the quickest practical solution.

Talk it through and explore possible approaches.

Understand what is happening and how the person is affected.

Gather enough facts to understand the problem accurately.

3. When you need something from another person, you tend to: *

State clearly what is needed and when.

Explain it conversationally and build enthusiasm around the outcome.

Ask questions and make sure expectations feel reasonable.

Explain the requirements, details, and standards clearly.

4. When plans change unexpectedly, you are most likely to: *

Adjust quickly and focus on what needs to happen next.

Look for new possibilities created by the change.

Take a moment to understand how the change affects people and existing commitments.

Evaluate why the change occurred and what risks it creates.

5. When tension develops between people, you tend to: *

Address the issue directly so it does not continue.

Get people talking and try to rebuild connection.

Try to reduce tension and create space for a calmer conversation.

Separate the facts from the emotion and determine what actually happened.

6. When you are responsible for moving something forward, you naturally focus first on: *

What needs to get done.

Who needs to be involved.

What will help the process remain stable and workable.

What needs to be understood or planned correctly.

7. When someone does not follow through on an agreed responsibility, you are most likely to: *

Address it quickly and reset the expectation.

Have a conversation to understand what happened and regain commitment.

Give the person some room, especially if the situation is unusual.

Review the original expectation and determine where the breakdown occurred.

8. In meetings, you are most likely to contribute by: *

Keeping the discussion focused on decisions and next steps.

Generating ideas and drawing people into the conversation.

Listening carefully and helping the group stay connected.

Asking questions that improve the quality of the thinking.

9. When you are under significant pressure, others may experience you as: *

More forceful or impatient.

More talkative, reactive, or scattered.

More quiet, accommodating, or resistant to disruption.

More critical, cautious, or focused on what could go wrong.

10. When starting something new, you prefer to: *

Begin moving and adjust as you learn.

Talk about possibilities and build energy around the idea.

Understand how it will fit with existing responsibilities and people.

Think through the plan before committing resources or effort.

11. When a difficult conversation needs to happen, you are most likely to: *

Have it sooner rather than later.

Begin with conversation and try to keep the relationship intact.

Prepare carefully and look for the least disruptive way to address it.

Gather examples and facts before raising the issue.

12. When someone disagrees with your recommendation, your natural response is to: *

Defend the direction if you believe it will produce the best result.

Talk through the disagreement and try to gain their support.

Seek common ground before pushing the issue further.

Ask for the reasoning and compare it with the available information.

13. You feel most effective when: *

You can make progress and see measurable results.

You are interacting with people and influencing what happens.

People trust one another and work together consistently.

The work is thoughtful, accurate, and well executed.

14. When expectations are unclear, you tend to: *

Make a reasonable decision and keep moving.

Talk with others until there is enough shared understanding.

Seek clarity so people know what they can depend on.

Clarify the exact standard, responsibility, or process.

15. If a project is behind schedule, your first response is usually to: *

Identify what is slowing progress and remove the obstacle.

Re-engage the people involved and rebuild momentum.

Understand what is creating strain and what needs to be stabilized.

Review the plan and determine where execution broke down.

16. When communicating an important change, you naturally emphasize: *

What is changing and what needs to happen now.

Why the change could be positive and how people can participate.

What people can expect and what will remain consistent.

The reasoning, details, and implications behind the change.

17. When you have several competing priorities, you tend to: *

Choose the highest-impact priority and act.

Move between priorities based on energy, people, and opportunity.

Maintain commitments and work through them steadily.

Organize the work and determine the best sequence before proceeding.

18. Which situation is most frustrating for you? *

People talking about a problem without making a decision.

Working in an environment with little interaction or enthusiasm.

Constant disruption, unpredictability, or unnecessary conflict.

Being expected to act without enough information or preparation.

19. When someone asks for your opinion, you are most likely to: *

Give a clear answer quickly.

Think out loud and explore the idea with them.

Consider how your response may affect the person or group.

Think carefully before giving a precise response.

20. When a process is not working, you tend to: *

Change it quickly if there is a better way.

Get people together and brainstorm alternatives.

Make adjustments carefully so the change does not create additional disruption.

Determine why the process is failing before redesigning it.

21. When you delegate or hand off responsibility, you usually: *

Focus on the outcome and expect the person to take ownership.

Talk through the opportunity and keep communication open.

Make yourself available and provide support during the handoff.

Clarify expectations, standards, and important details.

22. If someone challenges your authority or direction, you are most likely to: *

Address the challenge directly.

Engage them in conversation and try to influence their perspective.

Try to understand what is behind the resistance before responding.

Ask them to explain their reasoning and evaluate whether their concern is valid.

23. When a team or group is functioning well, you are most likely to notice: *

People are getting results and taking ownership.

People are engaged, communicating, and contributing ideas.

People trust each other and work together consistently.

People understand expectations and produce quality work.

24. When you receive incomplete information, you tend to: *

Make the best decision possible with what you have.

Ask people what they know and piece the situation together through conversation.

Wait when possible until there is greater clarity and stability.

Seek additional information before committing.

25. When you are leading through uncertainty, you naturally provide: *

Direction.

Energy.

Reassurance.

Structure.

26. When someone repeatedly misses an expectation, you are most likely to: *

Become more direct about what must change.

Continue the conversation and try to regain commitment.

Give additional support before escalating the issue.

Document the pattern and clarify the standard that is not being met.

27. When you are part of a strong working relationship, you value: *

Competence and follow-through.

Openness and connection.

Trust and reliability.

Preparation and consistency.

28. When you finish an important piece of work, you are most likely to ask: *

Did we accomplish what we needed to accomplish?

Did people stay engaged and connected?

Did we handle this in a way that people can sustain?

Did we do it correctly and to the standard expected?