The Executive Leadership Pressure Test

I do not currently have formal responsibility for leading people, a function, business or venture.

I directly lead individual contributors or a small team and carry responsibility for their performance and results.

I lead managers, a significant function, multiple teams or a growing business or venture.

I lead at organizational or enterprise level, or my leadership extends across functions, organizations, sectors or multiple ventures.

Setting or contributing significantly to strategy and direction

Making consequential decisions that affect a team, function, organization or business

Leading a significant function or business area

Building or scaling a business or venture

Leading significant projects, programs or organizational outcomes

Leading through influence across teams, functions or organizations

Important work and decisions would wait for me.

Delivery would continue, but significant decisions, strategic issues or cross team matters would quickly come back to me.

My managers or leadership team would make most decisions confidently, with only a few issues requiring escalation.

The system would continue to operate effectively, and my absence would mostly affect matters that genuinely require my role.

I try to create strategic space, but operational demands regularly take it over.

I protect some strategic thinking time, although not as consistently as I would like.

I have reliable space to think, anticipate and shape what comes next.

I often step in because getting the work done feels faster or safer.

I address it, but sometimes later than I know I should.

I address the issue directly and support the person to take ownership.

I combine clear accountability, coaching and learning so that the issue is less likely to repeat.

Too many decisions still depend on me personally.

Others make decisions, but uncertainty about authority means important issues frequently return to me.

Decision authority is reasonably clear, although some issues still escalate unnecessarily.

People generally understand what they can decide, what requires consultation and what genuinely needs my involvement.

I speak to people around me, but I often filter what I say because of my role.

I have one or two trusted people with whom I can think openly.

I have access to confidential, skilled challenge that helps me examine assumptions and possibilities before acting.

My current demands are largely choosing my priorities for me.

I know what matters, but urgent responsibilities frequently pull me away from it.

Some of my current trade offs are intentional, while others have happened without me consciously choosing them.

Even where this season is demanding, I am largely making deliberate choices about what receives my attention.

Very little. Most of my energy goes toward delivering, supporting others or meeting immediate responsibilities.

I invest in development occasionally, but it is not connected to a clear long term growth agenda.

I have specific areas I am intentionally working to strengthen.

I have clear long term developmental goals, regular reflection and accountability around my growth.