Strategic leaders want to change the world— to shape and create a future that does not yet exist.
The Strategic Impact Quiz is designed to:
- Identify where you currently are on the journey to game changing strategic leadership – by highlighting both your strengths and opportunities for development.
- Help you to bridge the gap between your aspirations and daily practices of strategic leadership.
- Inspire you to expand beyond your edge of discomfort to become 2% more of that game-changer you are called to be each day.
Game‑changing strategic leadership represents an elite level of performance, estimated to be achieved by about 5% of leaders today. There are four stages, or states, associated with game changing strategic leadership. Where do you find yourself today? And what might be your leadership vision for tomorrow?
Q1 of 12
I’m so focused on how to achieve short-term objectives that I rarely pause to consider whether these goals actually advance our long-term strategy.
Q2 of 12
I tend to suggest specific initiatives, like adopting a best practice, instead of creating a full strategic plan for my business (or function).
Q3 of 12
I regularly set aside time each week for strategic thinking, planning, and preparing my business for the future.
Q4 of 12
My ideas for the future are more likely to follow best practices than experiment with untested solutions.
Q5 of 12
I sometimes struggle to adapt my strategic plans because of unexpected changes or emerging trends.
Q6 of 12
Our strategic plan tells us where to focus and why - and helps us know what we won't do.
Q7 of 12
When we created our strategic plan, we clearly said 'no' to attractive opportunities that didn't support the strategy.
Q8 of 12
I prefer using structured and predictable approaches to manage complex situations with many potential outcomes.
Q9 of 12
My team and I create innovative insights and ideas within our industry that give us a competitive advantage.
Q10 of 12
I’m good at balancing opposing dynamics (such as decisiveness with receptivity or flexibility with steadiness) to help our organization thrive.
Q11 of 12
I find highly complex and ambiguous situations challenging and struggle to find ways to turn uncertainty into a strategic advantage.
Q12 of 12
When making high-stakes decisions vital to our strategic direction, I’m prepared to risk personal setbacks - such as failure or loss of credibility.
ALL DONE!
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