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What's Your Leadership Gap?

Constantly—it feels faster and easier if I just do it myself

Frequently—I delegate, but I often end up stepping back in to fix or finish things.

Sometimes—I delegate meaningful work and mostly let it stay delegated.

D. Rarely—I've built a team that owns outcomes with confidence.

Q1: How often do you find yourself doing work that could be handled by someone on your team?

I find myself checking in multiple times or redoing the work because the standard is not what I would deliver.

I worry about whether they will handle it well, so I stay closely involved.

I set clear expectations and let them own it, even if the approach differs from mine.

They take full ownership and I have complete confidence in the outcome.

Q2: When you delegate meaningful work to your team, what typically happens?

I often end up clarifying or reminding people what was asked—there is a gap between assignment and delivery.

I assign work, but sometimes the outcome does not match what I expected because expectations were not explicit enough.

I am clear about what success looks like and who owns the result, but I do not always set firm review points.

I clarify the outcome, define ownership, and establish when progress will be reviewed—every time.

Q3: When you assign work to your team, how clear are expectations and ownership?

Not often—I am constantly reminding people or dealing with missed deadlines.

Sometimes—there are inconsistencies; some people are reliable, others need repeated follow-ups.

Usually—most work gets done, but occasionally I need to step in.

Consistently—my team owns their commitments and delivers without prompting.

Q4: How often does your team follow through on commitments without needing reminders or escalation?

I do significant work, but no one really sees it unless I explicitly tell them.

I am known in my area, but I do not think people at higher levels fully understand my impact.

I am recognized for my contributions and people actively seek my input.

I am known as a go-to leader—my impact is clear to people at multiple levels.

Q5: How visible is your leadership work to decision-makers above you?

I rarely mention my wins unless asked—it feels like bragging.

I share updates, but I am not always clear about the impact or value I created.

I connect what I am working on to business outcomes and share progress intentionally.

I strategically position my work in ways that highlight impact and open doors for bigger opportunities.

Q6: When you talk about your work or accomplishments, what is your default approach?

I am mostly reacting—handling what comes to me rather than setting priorities.

I spend some time on strategy, but most of my energy goes to execution and responding to needs.

I actively influence priorities and direction in my area, though larger org strategy is not always my focus.

I shape strategic direction and connect daily work to broader organizational goals.

Q7: How much of your time do you spend responding to requests versus shaping direction?

My value is mostly in what I personally deliver—tasks and execution.

I deliver results, but my role is still defined more by my individual contributions than leadership impact.

I am measured on both outcomes and team development, and I influence strategy in my area.

My leadership is defined by the strategic value I bring and the outcomes I create through others.

Q8: How connected is your role to organizational outcomes rather than individual tasks?

I am in constant meetings and reacting nonstop—I barely have time to think or breathe.

I feel overextended and stretched thin, though I am managing to keep up.

I protect my calendar and create space for strategic thinking, even though it is tight.

I have space to think, lead, and focus on what matters most.

Q9: What best describes your current workload and mental space?

Never—I am running full speed with no breathing room.

Rarely—when I do have downtime, I am too tired to use it effectively.

Sometimes—I protect pockets of time, but it is not consistent.

Regularly—I have built sustainability into how I lead.

Q10: How often do you feel like you have margin—space to lead effectively, think strategically, or be present for your team?

People are polite, but I sense hesitation—I am not sure they fully trust my leadership.

My team respects my competence, but I am not sure they would follow me in uncertain times.

My team trusts me and follows my lead, though we do not always agree on everything.

People trust me completely and would follow my lead even when they disagree.

Q11: How would you describe the trust dynamic with your team?

They escalate everything to me or wait for direction instead of problem-solving.

They try to solve things, but they seem uncertain and often loop me back in early.

They work toward solutions with occasional check-ins, and I trust their judgment.

They own problems and solve them confidently—I trust their decision-making completely.

Q12: When problems arise, how does your team typically respond?

Not at all—I am doing significant work, but others keep getting promoted or recognized.

Somewhat—I get praise, but little actual movement or advancement.

Yes, I have seen growth and opportunities align with my effort and results.

Consistently—my contributions are recognized and opportunities come my way.

Q13: Are you getting the recognition, opportunities, or advancement you feel you have earned?

I wait until I have complete clarity before saying anything—I do not want to confuse people.

I share what I know, but I get caught up trying to understand why it is happening or justify decisions from above.

I help my team understand the strategic why and how it affects them, even with incomplete information.