Strategic Finance Leader Assessment

Discover what’s standing between you and your dream executive role.

You’re technically excellent.

You deliver results.

You work harder than most.

So why aren’t you getting promoted?

After 18+ years in strategy and finance leadership at BCG, Nestlé, and PMI, I’ve identified the 5 critical capabilities that separate Senior Managers who stay stuck from those who move up to the next level.

This 10-question assessment will reveal:

✓ Where you stand vs. Director capabilities

✓ What elements are holding you back

✓ Your personalized next step to accelerate your promotion

It takes 3 minutes.

Be honest! This is for you, not your boss.

Ready? Let’s begin.

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PILLAR 1: AWARENESS (Know Your Strategic Gap)

First, let’s assess how clearly you see where you are vs. where you need to be.

When you receive feedback that you need to “be more strategic,” how do you respond?

A

I’m frustrated because I don’t know what that actually means

B

I have some ideas but I’m not confident about them

C

I understand conceptually but struggle to implement

D

I know what it means and I’m working on specific skills

E

I have a clear development plan based on specific gaps I’ve identified

How often do you reflect on your leadership development vs. just executing tasks?

A

Rarely, I’m too busy getting work done

B

Occasionally, usually after performance reviews

C

Monthly, but it’s not systematic

D

Weekly, as part of my regular routine

E

Daily, I’m intentional about my development and track my progress

PILLAR 2: STRATEGY (Build Your Strategic Thinking Muscle)

Now let’s assess your strategic thinking capabilities.

How comfortable are you facilitating strategic conversations (not just answering questions)?

A

Very uncomfortable. I prefer to respond when asked

B

I can answer well but don’t drive the conversation

C

I can ask good questions but struggle to drive conclusions

D

Comfortable facilitating structured strategic discussions

E

I confidently lead strategic conversations and drive decisions

How would you describe your ability to connect financial insights to business strategy?

A

I focus on accurate financial analysis, strategy is someone else’s job

B

I see the connections but struggle to articulate them

C

I can make connections when asked directly

D

I regularly translate financial data into strategic insights

E

I’m known for seeing strategic implications others miss

PILLAR 3: CLARITY (Define Your Leadership Identity)

Let’s assess how clearly you know yourself as a leader.

How authentically do you show up at work?

A

I feel like I’m playing a role most of the time

B

I’m authentic with my team but more guarded with senior leaders

C

I’m mostly myself but hold back in some situations

D

I’m authentic most of the time, with intentional adjustments

E

I’m completely myself and that’s my leadership strength

Can you articulate your unique leadership perspective (what you see that others don’t)?

A

No, I feel like everyone else probably knows more than me

B

I have insights but don’t think they’re particularly unique

C

I have a perspective but I’m not confident sharing it

D

Yes, I know my unique angle and share it when appropriate

E

Absolutely. My perspective is clear, differentiated, and valued

PILLAR 4: EXECUTIVE PRESENCE (Show Up Like a Leader)

Now let’s evaluate how you show up and communicate.

In meetings with senior leaders, how do you typically participate?

A

I rarely speak unless directly asked

B

I answer questions but don’t volunteer perspectives

C

I contribute when I have something directly relevant

D

I actively participate with questions and perspectives

E

I confidently shape the conversation and drive outcomes

How comfortable are you with visibility (presenting to senior leaders, speaking up, being “seen”)?

A

Very uncomfortable. I actively avoid it

B

Uncomfortable but I do it when required

C

Neutral. I don’t seek it out but can do it

D

Comfortable. I see it as part of my role

E

Very comfortable. I strategically create visibility opportunities

PILLAR 5: NETWORK (Build Strategic Relationships)

Finally, let’s assess your strategic relationships and influence.

How would you describe your internal network beyond your immediate team?

A

Very limited. I mostly interact with my direct colleagues

B

I know people in finance but not much beyond

C

I have some cross-functional relationships but they’re surface-level

D

I have strong relationships across several functions, mostly at my level or below

E

I have strong relationships across the organization and senior sponsors that actively advocate for me

How effective are you at influencing without formal authority?

A

Very limited. I can only get things done through my direct reports

B

I can sometimes influence but often get stuck

C

I’m moderately effective but it takes a lot of effort

D

Generally effective. I can influence through logic and relationships

E

Highly effective. I consistently mobilize others through influence and collaboration.

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