Strategic leaders want to change the world—to shape and create a future that does not yet exist. While this can be exciting, empowering and impactful, it’s also often uncomfortable.

Any time you’re making a real impact, you’re also faced with tough choices, criticism, resistance and risk. To make quality decisions despite great complexity and uncertainty, you need to think strategically and overcome your natural aversion to discomfort and fear.

This is what game-changing strategic leadership looks like. An elite level of performance estimated to be achieved by about 5% of leaders today. Achieving it will require you to transform yourself as much as you seek to transform the world.

This assessment is designed to help you expand beyond an edge of discomfort that you can’t quite tolerate. To become 2% more of that game-changer you are called to be each day. By identifying where you are on this continual journey of transformation and uncovering both your strengths and opportunities for development, you can bridge the gap between your aspirations and daily practices of strategic leadership.

Ready to become more of that game-changer you’re called to be?

1. I have recently begun spending more time thinking about the broader environment in which I operate (internal and external).
2. I tend to recommend individual initiatives, like implementing a best practice, versus presenting a comprehensive strategic plan for my business.
3. I tend to think more about immediate next steps, rather than the ultimate desired future state.
4. My ideas for the future tend to lean towards the known and familiar, OR the overly grandiose.
5. I rely heavily on analytics to solve difficult problems.
6. I struggle to carve out significant amounts of time to outline key areas of focus and priorities in the coming years.
7. I rarely rely on templates and frameworks for strategic planning to produce a desired result.
8. I could be criticized for replicating choices that have helped competitors succeed versus setting a distinct course to differentiate from competitors.
9. I accept that the future isn’t predictable or controllable and still have set a clear direction for the future of my organization.
10. I am reluctant to sacrifice near-term results to achieve long-term success.
11. I am uncomfortable making high-stakes decisions in the face of uncertainty and complexity.
12. I believe my job as a leader is to increase the odds of success, not to eliminate risk or failure.


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