I revise my own work past the point of improvement, not because the quality demands it, but because finishing means it can be judged.

Rarely

Sometimes

Often

Almost Always

There is a running internal voice that tells me I have not done enough, even on days when by every external measure I have.

Rarely

Sometimes

Often

Almost Always

I fill every gap in my schedule with more work, and the idea of an unstructured evening feels more uncomfortable than a fourteen-hour day.

Rarely

Sometimes

Often

Almost Always

I have given feedback to someone and later realized my tone carried an intensity that had nothing to do with the person in front of me.

Rarely

Sometimes

Often

Almost Always

A minor piece of criticism or a brief, unexpected email can sit in my chest for hours, replaying on a loop that outlasts the moment by a factor of ten.

Rarely

Sometimes

Often

Almost Always

I have set a standard for someone else’s work that I later recognized was less about quality and more about my own need for certainty.

Rarely

Sometimes

Often

Almost Always

When someone on my team makes a decision I disagree with, my first instinct is to correct it rather than ask what informed it.

Rarely

Sometimes

Often

Almost Always

I find it difficult to hand off a project completely. Even after delegating, I check in frequently enough that the person knows I am still watching.

Rarely

Sometimes

Often

Almost Always

People on my team have become noticeably more cautious about when and how they bring me problems or disagreements.

Rarely

Sometimes

Often

Almost Always

I have caught myself treating a colleague’s personal struggle as a scheduling problem rather than sitting with what they actually needed from me.

Rarely

Sometimes

Often

Almost Always

There is a conversation I know I need to have with someone on my team, and I have been finding reasons not to have it for weeks.

Rarely

Sometimes

Often

Almost Always

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