QUESTION 1

If your current role disappeared tomorrow, how quickly do you think senior people in your industry would reach out with opportunities? *

Honestly — I'm not sure many would. My network exists mostly inside this organisation.

A few would, but it would take time. I haven't built much external presence deliberately.

I'd hear from people relatively quickly. I've invested in relationships outside my organisation.

QUESTION 2

When you walk into a room with senior decision-makers and industry peers you haven't met before, how do they tend to see you? *

They have no idea who I am — I'm starting from scratch every time.

They might know my name or company, but not necessarily what I'm known for.

They have a sense of who I am and what I bring before I say a word.

QUESTION 3

How clearly can you articulate — in a single sentence — what problem you uniquely solve? *

I'd need to think about it. My value is broad and context-dependent.

I have a rough idea, but I don't think I say it consistently or compellingly.

I can say it precisely — and other people repeat it back to me.

QUESTION 4

Outside your current organisation, how many senior decision-makers in your field actively know your work? *

Very few — most of my relationships are internal.

A handful. I have some external presence but it's not consistent.

A solid group of people who understand my work and would advocate for me.

QUESTION 5

When was the last time someone referred you for an opportunity at the next level — without you asking? *

I genuinely can't remember the last time.

It's happened, but not recently. Maybe in the last year or two.

It happens regularly. People recommend me because they understand what I do.3

QUESTION 6

How intentional are you about building strategic networks with people outside your immediate team, function, or company? *

Not very — I'm too focused on delivery to invest much time in this.

I do it occasionally, but it's reactive rather than deliberate.

It's a deliberate part of how I work. I invest in it consistently.

QUESTION 7

If an executive recruiter or board member looked at your LinkedIn profile today, how clearly would they understand your value? *

It reads like a CV — roles, responsibilities, dates. Not particularly strategic.

It's okay. There's something there, but it's not fully intentional.

It's clear, deliberate, and communicates exactly the kind of leader I am.

QUESTION 8

How often do you share your perspective or thinking — online, on stage at industry events, on podcasts, or in the media? *

Rarely. I prefer to let my work speak for itself.

Occasionally — when I feel I have something important to say.

Consistently. Sharing my thinking is part of how I build credibility.

QUESTION 9

When you're not in the room, how do the people who make strategic decisions describe what you're known for? *

I'm honestly not sure — and that probably tells me something.

They'd describe my function or title, but not necessarily my distinct value.

They'd describe a specific quality or capability I'm relied on for.

QUESTION 10

How would you describe your approach to your own career positioning right now? *

I haven't really thought about it strategically. I focus on doing good work.

I know I should be more deliberate, but I haven't prioritised it yet.

It's something I actively and consistently invest in.

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