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The Attuned Leader Pulse Check

This assessment takes 8 to 10 minutes.

There are no right or wrong answers, the value is in honest self-reflection.

You will receive a personalised report by email immediately after completing it, followed by a short follow-up note within 24 hours.

To receive your report, please enter your first name and email address below.

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Section 1 of 3: How you typically show up as a leader.

Q1. When your team brings you a problem, your most common response is to:

Ask questions to help them think it through themselves

Give them your view on the best solution directly

Take it on and sort it out yourself, it is faster and you know how

Listen and acknowledge but avoid committing to a direction

Q2. When you give feedback to a team member about their performance, you typically:

Name what needs to change directly and specifically

Frame it gently and focus on the positives first, sometimes the message softens more than intended

Ask them how they think it went before sharing your view

Address it quickly and move on, you expect people to adjust without lengthy discussion

Q3. When a team member misses a deadline or delivers below standard, your first instinct is to:

Address it directly and promptly, explaining why expectations need to be held

Give it some time, they probably know and will self-correct

Step in, take it back and do it yourself, and show them how it should be done

Have a conversation that explores what happened and what they would do differently

Q4. How would you describe the way standards and expectations are held in your team?

They are clear, named explicitly and consistently held

I assume they are understood but don't always explicitly name or discuss them

I set high expectations and people are expected to meet them, they'll know if they don't.

What good looks like is a two way conversation and I trust people will work towards that, if not, we discuss.

Q5. When a team member pushes back on a decision you have made, your typical response is to:

Hear them out and genuinely consider whether they have a point

Explain your reasoning and hold the decision unless they have new information

Feel irritated, the decision was made and you get the final say

Wonder if you got it wrong and feel pulled to revisit it to keep the team happy

Q6. What part of your leadership do you find hardest to maintain when things get difficult?

Section 2 of 3: How your leadership changes when conditions are difficult.

Q7. When you are under significant pressure or stress, how does your leadership style tend to change?

I become more directive and take over so things are done my way

I pull back and leave the team alone-I don't want to bring my stress into the team

I stay fairly consistent, I might become more focused and decisive but I do not fundamentally change

I make time to check in and hold space, pressure is when the team needs me most

Q8. When someone challenges your thinking or questions your approach in front of others, you tend to:

Shut it down, there is a time and a place, and in front of others isn't it

Welcome it openly, you believe challenge in the room is healthy

Feel uncomfortable and deflect, you would rather address it privately

Respond directly but composed, you welcome challenge if it is constructive and valid

Q9. When there is tension or conflict within your team, your instinct is to:

Step in and resolve it myself so it doesn't fester and distract people from their work

Hope it resolves itself, you dislike conflict

Name the tension and set clear expectations for how it needs to be resolved

Create space for people to speak to what is underneath the tension, even when it is uncomfortable

Q10. When someone gives you difficult feedback about your leadership, your instinct is to:

Listen openly and sit with it, even when it is uncomfortable, there is usually something there

Justify the reason for your behaviour, there are reasons behind how you showed up and what you said

Feel anxious about what people think of you and question your role as a leader

Take the feedback on, assess if it is valid and specific enough to act on, and seek further information if needed

Q11. When a team member is struggling and not delivering, your default response is to:

Step in and take the work back, the deadline matters and you cannot afford the risk

Have a clear and direct conversation about what needs to happen and what support is available

Ask how you can support and be there for them, while keeping the ownership with them

Give them more time and space, pushing harder when someone is struggling rarely helps

Q12. When you are frustrated with your team performance, you most commonly:

Name it directly and honestly, "I want to be transparent, I am finding this difficult"

Step in and take control, start doing things yourself or check in constantly

Step back and choose your response deliberately before saying anything

Let it show indirectly, your tone shifts, your energy changes, but you do not name it

Q13. Think about the last time you were under real pressure as a leader. How did you show up, and was that the leader you want to be?

Section 3 of 3: What your leadership creates in the system around you.

Q14. How would you describe the overall climate in your team right now?

People speak up freely and challenge ideas, including mine, and bring problems early

People are engaged and deliver well but tend to wait for direction on the bigger calls

People work hard and deliver but are cautious about raising issues or disagreeing openly

People are pleasant and collaborative but I am not always sure what they really think

Q15. When a decision is made in your team, people tend to:

Debate it openly before it is finalised and commit fully once it is

Follow through reliably and execution is strong

Execute what has been asked but do not go beyond the brief or show much initiative

Sometimes pursue their own interpretation of what was decided rather than what was agreed

Q16. When something goes wrong in your team, the most common pattern is:

People name it quickly, own their part and bring it to me directly

It surfaces through a direct conversation but not always immediately

People tend to raise it and usually have excuses. I take ownership as I could have been clearer and don't want them to feel bad

People are reluctant to raise it so I often find out indirectly

Q17. When you are absent or unavailable, your team:

Operates independently, makes sound decisions and updates me when I return

Manages routine matters confidently but checks in on anything with real stakes

Won't make decisions without my input meaning progress usually slows if I'm not there

Sometimes struggles to agree on direction, without me in the room things can drift

Q18. If your team were asked to describe your leadership style in three words, what do you think they would say, and what would you hope they would say? Are those the same?