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G³ assessment
Your details
What is your full name?
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What is your work email address?
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What is your job title?
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The Questions
1. A piece of work lands unexpectedly with a tight deadline. What’s your instinctive first move?
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A
Get a quick version underway to see what’s realistic.
B
Strip it to essentials and map the minimum path to delivery.
C
Check whether the requested outcome is the right one.
D
Pull in someone relevant so key details aren’t missed.
2. You’re halfway through a task when someone suggests a different approach. What do you tend to do?
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A
Keep going unless there’s a strong reason to change direction.
B
Explore the new angle briefly to test if it’s genuinely better.
C
Reassess what the work is trying to achieve before choosing.
D
Ask them to explain their thinking so you can judge it properly.
3. A meeting ends without clear next steps. What typically happens for you?
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A
Check what matters most and move on that immediately.
B
Ask for clarity so the work doesn’t drift.
C
Review what was said and fill in the gaps before acting.
D
Progress what you understand rather than wait for the rest.
4. A colleague delivers something described as "good enough". How do you respond?
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A
Strengthen one small area to lift the overall quality if needed.
B
Sign it off so momentum isn’t lost.
C
Rework the weaker elements so the final version feels right.
D
Ask what they considered “good enough” before deciding.
5. You notice a piece of work drifting. What’s your instinct?
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A
Jump in and re-establish pace.
B
Check what’s causing the slowdown so you can stabilise it.
C
Question whether the current approach still makes sense.
D
Redirect effort to the part that will unblock the rest.
6. You’re asked to take the lead on something with very little context. What do you do?
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A
Put together the basics and get movement started.
B
Establish a simple plan so others can support it.
C
Clarify expectations so you don’t waste time later.
D
Frame a couple of possible approaches and choose one.
7. You're nearly finished with a piece of work when someone asks, “Could this be better?”
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A
Make a small improvement if it adds real value.
B
Close it firmly — otherwise nothing ever finishes.
C
Revisit parts that don’t sit right with you.
D
Ask what “better” actually means before you decide.
8. A decision is needed but the conversation keeps looping. What do you tend to do?
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A
Narrow the options and steer the group toward choosing one.
B
Surface the practical consequences so a choice becomes clearer.
C
Ask whether we’re circling because the real issue hasn’t been named.
D
Call out the loop and suggest a timed decision to break it.
9. You’re working with someone who moves at a very different pace. How do you handle it?
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A
Keep your pace steady and make expectations explicit.
B
Adjust slightly so progress is realistic for both of you.
C
Focus on quality so the output stays strong.
D
Re-align on what “good” looks like so pace matters less.
10. A new initiative is being discussed and it’s early days. How do you engage?
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A
Offer a possible direction to shape early thinking.
B
Work out what it would take to deliver it practically.
C
Clarify what success should actually look like.
D
Listen first, then add sense where needed.
11. You receive work that is technically fine but lacking impact. What do you do?
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A
Suggest a change that could elevate it meaningfully.
B
Progress it as is if it meets the stated requirement.
C
Improve a couple of targeted sections to sharpen it.
D
Check whether the original brief implied anything more ambitious.
12. The team has multiple priorities and limited capacity. What’s your instinctive response?
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A
Look for a quick route through something to ease pressure.
B
Map priorities in a practical sequence.
C
Focus on whichever piece will create the strongest outcome.
D
Clarify what truly matters before committing to an order.
13. Someone shares an early draft and asks for your thoughts. What do you tend to do?
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A
Offer an idea that could shift the direction positively.
B
Help tidy the flow so it’s easier to progress.
C
Give pointed feedback on areas that weaken the piece.
D
Ask what kind of feedback they actually want at this stage.
14. A team discussion hits a wall — people aren’t stuck, they’ve simply run out of useful contributions. What do you do?
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A
Introduce a fresh angle that might re-open thinking.
B
Pull the group back to what actually needs deciding.
C
Reframe the issue to see if we’re solving the wrong thing.
D
Summarise what we know and propose a next step to move on.
15. A task is complete but something feels slightly off. What happens next?
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A
Add a quick improvement if it helps the outcome land better.
B
Leave it — chasing perfection isn’t sensible.
C
Rework the part that feels wrong to you.
D
Ask someone else to check it before choosing what to do.
Thank you and we will contact you shortly to arrange an online chat to discuss.
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