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’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.
 
2. I tend to suggest specific initiatives, like adopting a best practice, instead of creating a full strategic plan for my business (or function).
 
3. I regularly set aside time each week for strategic thinking, planning, and preparing my business for the future.
 
4. My ideas for the future are either very familiar or very bold and grand.
 
5. I sometimes struggle to adapt my strategic plans to unexpected changes or emerging trends.
 
6. Our strategic plan has a clear and cohesive strategic logic and rationale for deciding where we will and won't focus our efforts.
 
7. My strategic recommendations are the result of making tough decisions that involve clear trade-offs against other viable and attractive options.
 
8. I prefer using structured and predictable approaches to manage complex situations with many potential outcomes.
 
9. My team and I create innovative insights and ideas within our industry that give us a competitive advantage.
 
10. I’m good at balancing opposing dynamics - decisiveness with receptivity or flexibility with steadiness - to help our organization thrive.
 
11. I find highly complex and ambiguous situations challenging and struggle to find ways to turn uncertainty into a strategic advantage.
 
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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