Leadership Impact Audit

Welcome to your Leadership Impact Self-Assessment!

By reflecting honestly on your own behaviours and how your team shows up, you’ll gain valuable insights that can help you lead more effectively, build stronger teams, and achieve better results.

The process takes about 15 minutes to complete, and your responses will form the basis of a personalised Leadership Impact Report that we’ll review together in your complimentary Leadership Impact Debrief.

Email *

First Name *

Last Name *

Position Title *

Time in Position *

Organisation *

Today's date *

Indicate how regularly you undertake each of the following activities.

Note: Please be honest with yourself when answering these questions so that we can make the right recommendations regarding areas to celebrate and/or strengthen to help you move forward with greater momentum and impact.

PART A

Select a response to each statement below in relation to the actions you take as a leader.

Review your purpose and vision at least once each year with your team.

Yes

At least monthly, reference vision and purpose in communications

Yes

Involve your team in long-term planning discussions

Yes

Identify priorities and create quarterly plans with your team

Never

Sometimes

Always

Delegate actions from the quarterly plan fairly across the team

Never

Sometimes

Always

At least monthly, monitor achievement of plans and goals and discuss progress as a team, celebrating achievements and brainstorming challenges.

Yes

Meet at least monthly with every person reporting to you about their achievement of/progress towards job expectations and delegated initiatives.

Yes

Have a structured approach to briefing your upline, Board/Council (if CEO) or mentor (if business owner) about progress, challenges and forward plans.

Yes

Review the job description before promoting any vacancy in your team.

Never

Sometimes

Always

Use a process balancing technical, team, and adaptability skills when recruiting

Never

Sometimes

Always

Actively look for cues in interviews that indicate strong or poor team fit.

Never

Sometimes

Always

Develop and share an onboarding plan with your team before a new hire commences.

Never

Sometimes

Always

Meet to discuss and clarify the expectations of the job within the first week of a new hire commencing.

Never

Sometimes

Always

Meet with new hires every 1-2 weeks during their probation to discuss performance and support required.

Never

Sometimes

Always

Facilitate a team discussion about dynamics and effectiveness at least every 3 months.

Yes

Provide feedback on performance or behaviour privately within 24 hours

Never

Sometimes

Always

Follow up on performance concerns regularly until resolved

Never

Sometimes

Always

Analyse the development needs of your team (as a whole) at least every 12 months.

Yes

Have career development conversations with each team member at least every 6 months

Yes

Use a range of methods to develop skills and capability in your team.

Never

Sometimes

Always

Team members are rotated or shadow others so that skills and knowledge are shared across the team for critical roles (including yours).

Never

Sometimes

Always

Critical business processes have a backup plan

Never

Sometimes

Always

The team can operate effectively without you for at least 2 weeks.

Never

Sometimes

Always

There is a clear and repeatable system for common processes that the whole team follows.

For some processes

Always

High-volume or high-stakes processes are reviewed regularly to ensure they are as efficient as possible

Never

Sometimes

Always

Team members value the procedures and systems, and proactively highlight when procedures need to change.

Never

Sometimes

Always

PART B

Select a response to each statement below in relation how your team are showing up.

Team members don’t seem to care about their work or our products/services. *

PART C

If time permits, we do encourage you to complete the following reflection questions.

What are your top 3 strengths as a leader?

What are the top 3 things you’d like to develop in your leadership?

Give examples of one or two challenges you struggle with.

What is your vision for yourself as a leader? What does the best version of you as a leader look or sound like? What would others see you doing?