Please take this assessment to determine your Manager Reflexes. Answer all questions and select each option(s) you relate to.

Question 1. How do you typically approach company policies in your day-to-day leadership?

A. I generally support them—but make exceptions when the situation calls for it.

B. I’ve earned the trust to do what I think is best, even if it doesn’t follow the policies exactly.

C. I align my behavior with them as consistently as possible.

D. Leadership requires flexibility—rules don’t always apply the same way at every level.

More than one option may apply.

Question 2. How often does your team work after hours or on weekends to finish tasks or meet unexpected deadlines?

A. Occasionally—if something big comes up, we rally and get through it.

B. All the time—things move fast and we’re used to pushing through.

C. Rarely—we plan ahead and adjust timelines before it gets to that point.

D. Often—there’s just not enough time during the regular workday.

More than one option may apply.

Question 3. When was the last time you invested time in your own leadership development (e.g., a course, book, mentorship, degree, or training)?

A. Within the last month—I make time regularly to keep growing as a leader.

B. Within the last 3–6 months—I do it when I can, but it’s not always a priority.

C. Over 6 months ago—it’s hard to make time with everything on my plate.

D. I can’t remember the last time—I mostly focus on supporting my team.

More than one option may apply.

Question 4. When you sense tension between two team members, how do you typically handle it?

A. I remind them to stay professional and not let personal stuff get in the way.

B. I talk to both privately, understand the root issue, and help them work through it.

C. I give it time—sometimes things blow over on their own.

D. I avoid getting involved unless it directly affects the work.

More than one option may apply.

Question 5. If a request suddenly comes in from a client, peer, or executive at the last minute, what do you typically do?

A. I forward the request quickly to keep things moving.

B. I give it to the person I know can handle it—they’re fast and reliable.

C. I send it to whoever is available and trust they can get it done.

A. I check the team’s workload and make sure they agree it’s doable.

More than one option may apply.

Question 6. When your team does exceptional work, how do you typically share that with leadership or cross-functional partners?

A. I’ll share credit if asked, but I try to keep updates concise and focused.

B. I highlight the team’s success as a whole rather than risk leaving someone out.

C. I highlight the team’s efforts and name specific contributors when I can.

D. I’m the one on the hook for how things land, so I represent the team’s work myself.

More than one option may apply.

Question 7. When a team member gives you critical feedback, how do you usually respond?

A. I correct their perception and explain my side—especially if I feel misunderstood.

B. I listen fully and thank them—even if I disagree.

C. I avoid situations where my leadership is questioned—it feels disrespectful.

B. I try to hear it, but I feel defensive and may explain myself too much.

More than one option may apply.

Question 8. When you assign extra responsibilities to someone, how do you motivate them to get it done?

A. “We’re a team—I’m asking everyone to stretch a little.”

B. “This isn’t ideal, but I just need you to take this on for now.”

C. “I really need your help here—you’re the only one I can count on.”

D. “Let’s talk about what’s realistic and what kind of support you’d need.”

More than one option may apply.

Question 9. How often do you meet with cross-functional partners or departments to align your team’s work with the bigger picture?

A. Regularly—I make sure we’re synced and adjusting based on org priorities.

B. Occasionally—mostly when something overlaps or causes friction.

C. Rarely—we tend to stay in our lane unless someone flags a problem.

D. Almost never—we’re focused on our own deliverables and timelines.

More than one option may apply.

Question 10. When there’s an unexpected gap on your team (someone leaves or a major project drops), what do you usually do first?

A. Reassess priorities, escalate the need for support, and discuss options with the team.

B. Ask my most reliable team member to cover it temporarily until we figure things out.

C. Assign it to whoever is most available and trust they can handle it.

D. Spread the workload evenly and avoid raising concerns unless it gets really bad.

More than one option may apply.

Question 11. When was the last time you actively asked your team for feedback about your leadership?

A. Within the last month — I make it part of our normal rhythm.

B. In the last 3–6 months — I’ve asked occasionally, but it’s not consistent.

C. Over 6 months ago — I only ask when there’s a major issue.

D. Never — I haven’t asked for feedback about my leadership.

More than one option may apply.

Question 12. When someone brings up a recurring frustration or emotional stressor at work, what’s your gut response?

A. I suggest they leave personal problems at the door and focus on the work.

B. I try to keep the conversation focused on practical next steps.

C. I take it seriously and coach them through the tension.

D. I tell them not to take things so personally—we all have tough days.

More than one option may apply.

Question 13. Do you have a consistent process for coaching team members (e.g., documented 1:1s, growth plans, or follow-ups)?

A. No—I give feedback when I need to, but coaching is time-consuming.

B. Kind of—I take notes, but I don’t follow a structured approach.

C. Not really—it’s more informal and based on gut check-ins.

D. Yes—we have 1:1s on the calendar, and I document progress along the way.

More than one option may apply.

Question 14. When someone on your team makes a mistake or misses the mark, how do you usually give feedback?

A. I mention it in a team setting to clarify expectations for everyone.

B. I follow up privately and use it as a coaching moment.

C. I make a note of it for their next review unless it becomes a pattern.

D. I send a quick Slack or email reminder about the expectation.

More than one option may apply.

Question 15. When a team member shares feedback about someone else’s behavior (e.g., feeling dismissed, ignored, or mistreated), how do you typically respond?

A. I explore what they’ve tried already and offer support if needed.

B. I suggest letting it go—bringing it up might create more conflict.

C. I say we need to move past it and focus on the bigger picture.

D. I encourage them to not dwell and move forward professionally.

More than one option may apply.

Question 16. When something goes wrong and leadership asks what happened, what’s your instinctive response?

A. I direct the concern to the team’s execution—follow-through is on them.

B. I explain the situation and include where the process broke down on the team side.

C. I take ownership but follow up by asking the team how we can prevent it from repeating.

D. I clarify which part wasn’t handled correctly so it’s clear who needs to improve.

More than one option may apply.

Question 17. How often do you find yourself working nights, weekends, or during PTO to keep up with tasks?

A. Rarely — I plan ahead so I can fully unplug when I’m off.

B. Occasionally — I try not to, but I’ll check in if something’s urgent.

C. Frequently — it feels like the only way to stay caught up.

D. Constantly — there’s always something I need to handle outside hours.

More than one option may apply.

Question 18. How clearly have you defined each person’s role on your team—including extra responsibilities?

A. People step up as needed, and I appreciate their flexibility.

B. Everyone knows their scope, and I protect my team from anything extra.

C. I expect the team to pitch in where possible—everyone has to stay flexible.

D. They know the basics, and sometimes everyone needs to take on more.

More than one option may apply.

Question 19. How often do you have conversations with your team about their long-term career goals or growth interests?

A. Regularly—it’s part of our 1:1s or check-ins.

B. Occasionally—if they bring it up, I’ll support them.

C. Rarely—I focus more on the work we’re doing now.

D. Not at all—if they want something different, they’ll let me know.

More than one option may apply.

Question 20. When there’s a company-wide update or shift in direction, what do you typically do with that information?

A. I skim it for relevant parts and leave out the generic updates.

B. I break it down for the team and explain how it affects our work.

C. I forward the message and let them read it on their own.

D. I usually don’t pass it along—it doesn’t often apply to our team.

More than one option may apply.

Question 21. When you need to delegate new tasks, how do you usually go about it?

A. I delegate in real-time to keep things moving efficiently.

B. I assign tasks as they come up and rotate fairly.

C. I pass things along throughout the day to whoever the task belongs to.

D. I bring it to a team meeting so we can decide who’s best equipped to own it.

More than one option may apply.

Question 22. Does your team have standard operating procedures (SOPs), templates, or checklists for repeatable tasks?

A. Yes—our workflows are documented and easy to follow.

B. We have a few, but not for everything.

C. Not really—we mostly figure things out as we go.

D. No—it changes too often to document anything.

More than one option may apply.

Question 23. When you meet with your team to share updates or talk strategy, what does that usually look like?

A. It’s scheduled ahead of time, but the topics vary based on what’s going on.

B. I give updates as I think of them—usually through Slack or quick huddles.

C. It’s a recurring meeting on the calendar with a clear agenda and time for questions.

D. I usually call impromptu meetings when something comes up.

More than one option may apply.

Question 24. What would happen if one of your team members made a decision without consulting you first?

A. I’d clarify that future decisions need to be approved before moving forward.

B. I’d feel frustrated or disrespected—important decisions should always go through me.

C. I’d support it and help them feel confident about making decisions.

D. I’d ask questions to understand their reasoning, but I prefer to be looped in.

More than one option may apply.

Question 25. What does your approval process usually look like?

A. I only review deliverables if someone is brand new or the project is high-risk.

B. I review some deliverables but let the team handle most things.

C. I review most work before it’s sent out to ensure accuracy.

D. Everything requires my approval—it’s part of my role to make sure things are done right.

More than one option may apply.

Question 26. If another department launched a project that conflicts with something your team is working on, how would you likely find out?

A. After the fact—usually once we’re already too far into our own plan.

B. When it creates confusion or duplicated work.

C. When someone mentions it in passing or on a call.

D. During a regular sync or cross-functional planning session.

More than one option may apply.

Question 27. When you delegate tasks, how often do you connect them to the employee’s actual long-term career goals—based on conversations you’ve had with them?

A. Rarely—I assign work based on what needs to get done, not long-term growth.

B. Sometimes—if I remember their goals or if the opportunity seems like a fit.

C. Frequently—most of what I delegate is based on their development plan.

D. I didn’t even think of that—we’ve never had a conversation about their career goals.

More than one option may apply.

Question 28. If someone new joined your team tomorrow, how easy would it be for them to find the tools and resources they need to do the job?

A. They’d need to ask around or shadow someone to figure it out.

B. Very easy—we have a centralized hub or guide for onboarding.

C. Honestly, we’d be scrambling—it’s not something we’ve prepared for.

D. Somewhat easy—most things are shared, but not all in one place.

More than one option may apply.

Question 29. If an outsider—like an auditor—needed to find key information about your team’s work, how easy would that be?

A. Somewhat difficult—they’d need someone to walk them through it.

B. Extremely difficult—most of it lives in people’s heads or scattered files.

C. Very easy—everything’s organized, accessible, and clearly documented.

D. Fairly easy—most things are labeled and stored, but some pieces take digging.

More than one option may apply.

Question 30. How often does your team call or message you when you're out of office or on vacation?

A. Rarely—they’re clear on what to do and how to escalate.

B. Occasionally—some things come up, but they handle most on their own.

C. Frequently—there are usually a few fires or questions that reach me.

D. Almost always—I’m still the main point of contact even when I’m away.

More than one option may apply.

Question 31. Is one of your current goals to streamline or shorten a recurring team process (like month-end, client onboarding, reporting, etc.)?

A. Sort of—we’ve made a few improvements, but it still depends on me to keep things moving.

B. Not yet—I usually step in when it gets busy to help it run faster.

C. Yes—we’re working together to streamline the workflow so it runs without my approval.

D. Even with streamlining, the work still requires my involvement. It’s part of my role to stay involved and ensure everything meets our standards.

More than one option may apply.

Question 32. Which of the following best reflects how you typically delegate tasks?

A. Update this spreadsheet—I’ll review it once you’re done.

B. You own the process—start to finish. I trust you to make decisions that support our larger goals.

C. Coordinate the logistics for this project and keep me updated so I can make final decisions.

D. Finish this report and send it to the client—it’s due by Wednesday.

More than one option may apply.

Question 33. How far ahead do you usually plan your team’s workload or project timeline—and how often does that affect either your own or your team’s after-hours time?

A. We go week-to-week based on urgency—last-minute requests often require overtime.

B. We plan weeks in advance with buffer time built in—overtime is rare and usually optional.

C. We mostly operate in real-time—there’s little planning, and working late is pretty common.

D. We try to plan a few weeks out, but things often shift and sometimes spill into after-hours.

More than one option may apply.

Question 34. How often do you invite your team to attend client or cross-functional meetings (when relevant to their role)?

A. Occasionally—only when I think their input is needed.

B. Rarely—I usually attend those meetings myself and pass along the info.

C. Never—I prefer to keep those conversations at the leadership level.

D. Regularly—I loop them in so they’re informed, visible, and empowered to contribute.

More than one option may apply.

Question 35. Do you ever wish your team would take more initiative instead of waiting for your next instruction?

A. Yes—I wish they’d be more proactive instead of relying on me for every step.

B. Sometimes—it depends on the situation and the risk involved.

C. No—my team already takes initiative and keeps me updated as needed.

D. No—I prefer they wait for direction so I can make sure things get done right.

More than one option may apply.

Question 36. How do you typically stay updated on task progress?

A. I check in personally before each major deadline just to be safe.

B. I follow-up throughout the day so I know exactly where things stand.

C. We use shared dashboards and check in during regular 1:1s or team meetings.

D. I’ll occasionally message someone if I haven’t heard an update in a while.

More than one option may apply.

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