
The Authority & Impact Assessment™

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Supporting colleagues’ advancement feels more natural than advocating for my own

I invest time and energy in others’ goals while my priorities remain unfunded

Spending on my development requires justification that team spending doesn’t

My plans accommodate others’ limitations more than my ambitions

I rationalise others’ resource decisions while scrutinising my own

I defer to “experts” while undervaluing my own analysis

Investment decisions come from consensus-seeking

Performance metrics feel like judgment, not useful data

Others’ opinions feel more credible than my insights

Control over key decisions flows toward others

My contributions create results others get credit for

I maintain systems that allow others to achieve wins

Problems consistently find me, but promotions find others

My work quality exceeds my advancement rate

Recognition requires extensive justification

Others’ confidence in their value seems more natural than mine

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My communication style shifts significantly depending on who I’m with

I hold back parts of my thinking to keep harmony

My perspectives adjust to match the group

My directness softens when others need diplomacy

My priorities become negotiable when others’ don’t

I function as a mirror more than a consistent presence

Team emotional dynamics become my unofficial responsibility

Others’ satisfaction feels more critical than my fulfilment

I attract colleagues who need more support than they give

My guidance flows even when not requested

Draining collaborations feel more familiar than energising ones

Time with colleagues leaves me depleted, not inspired

“Yes” becomes my default when my analysis says “no”

Others’ disrespect of my time feels like my problem to solve

I excuse colleagues’ inconsistent behavior toward me

My needs feel secondary, theirs feel legitimate

Setting limits feels rigid instead of wise

Holding consequences for crossed boundaries feels impossible

Relationships feel like performance, not authentic collaboration

I initiate more strategic conversations than I receive

Small acknowledgments are common, substantial recognition is rare

Respect feels like something I have to earn repeatedly

My achievements create distance instead of attraction

Accomplishments feel like barriers to collaboration

Success and authentic teamwork feel mutually exclusive

I lead with credentials instead of natural authority

Being “too accomplished” feels like a liability

Competition emerges more naturally than collaboration
Flow of Expertise & Vision

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Insights remain in development rather than implemented

I need validation before moving ideas forward

My analytical work feels undervalued compared to others’ visibility

Comparison diminishes enthusiasm for my approaches

My expertise is privately developed, not publicly recognised 

“Interesting perspective” minimises transformational strategy

My recommendations shift to keep others comfortable

“Too disruptive” is the feedback I fear most

Group approval feels more important than independent analysis

I soften my language when giving strategic recommendations

I moderate my voice for harmony over distinction

The Authority & Impact Assessment™

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