Score your executive team across role fit, coverage, load, decisions, and trust. Walk away with your top 3 failure risks and a clear focus to de-risk your next stage of growth.
20 questions across 5 dimensions
Instant results, no wait
Shareable risk report
Answer from your own knowledge of your team. There are no right or wrong responses. Most people complete this in under 7 minutes.
First, a bit of context.
This helps us make your results more precise and relevant to your stage.
Section A of 5 — Composition & Fit20%
Section A
Composition & Fit
Are the right people in the right seats? Mismatched leaders create drag the entire organization absorbs.
A1 — Role Fit
Your leaders are matched to roles that fit their natural strengths:
A
Several are clearly in the wrong seat
B
Strong people, but the fit is rough
C
Mostly well-matched
D
Deliberately matched to their strengths
A2 — Caged Strengths
How many of your leaders spend most of their time on work that doesn't play to their strength?
A
Most of them
B
Several
C
A couple
D
Almost none — they work in their strength
A3 — Elevation / Hire Fit
When you've promoted or hired into the team, the fit has been:
A
Hit or miss — often miss
B
Inconsistent
C
Usually right
D
Reliably right, with a clear read on why
A4 — Concentration of Judgment
The most important judgment calls:
A
Almost all run through you
B
Mostly run through you
C
Spread across a few leaders
D
Genuinely distributed
Section B
Coverage & Complementarity
Do your leaders cover each other's blind spots, or share them?
B1 — Blind-Spot Overlap
Looking at how your leaders are paired, they tend to:
A
Share strengths — and the same blind spots
B
Overlap more than they complement
C
Cover each other in most areas
D
Deliberately cover each other's blind spots
B2 — Missing Capability
Is there a type of leader your team is simply missing — a gap nobody fills?
A
Yes — an obvious hole we keep working around
B
Probably, though we've never named it
C
Mostly covered
D
Coverage is complete and intentional
B3 — Style Diversity
Your team is:
A
Mostly the same kind of leader — we think alike
B
Skewed toward one or two styles
C
Reasonably mixed
D
Deliberately diverse in how people operate
B4 — Pairing
When two leaders have to work closely, it tends to:
A
Create friction we manage around
B
Be hit or miss
C
Work most of the time
D
Multiply — we pair people on purpose
Section C
Bench Load & Durability
If a key leader left tomorrow, what would walk out the door with them?
C1 — Adaptation / Strain
Across your leaders, signs of running on empty — wired-and-tired, or checked-out — are:
A
Widespread
B
Showing up in several
C
Occasional
D
Rare — the load looks sustainable
C2 — Key-Person Concentration
If one key leader left tomorrow, the knowledge and relationships they hold would:
A
Walk out the door with them
B
Be very hard to replace
C
Be recoverable with effort
D
Be documented and shared
C3 — Succession Depth
For your most critical roles, a ready successor is:
A
Nonexistent
B
A name on paper, not ready
C
Developing
D
Ready, or nearly
C4 — Quiet Attrition Risk
The odds one of your best leaders is quietly considering leaving:
A
High — and I might not see it coming
B
Real
C
Low-ish
D
Low — I'd know, and the load is healthy
Section D
Decision & Alignment
When decision rights are unclear, everything waits for you. Real alignment shows up behind closed doors, not in all-hands meetings.
D1 — Decision Rights
Who decides what on this team is:
A
Unclear — things stall or collide
B
Fuzzy at the edges
C
Mostly clear
D
Clear and used
D2 — Decision Velocity
Cross-team decisions get made:
A
Slowly — they stall
B
Slowly — they wait for you
C
Reasonably
D
Fast and cleanly
D3 — Alignment Behind Closed Doors
With the doors closed, your leaders are:
A
Pulling in different directions
B
Politely misaligned
C
Mostly aligned
D
Genuinely rowing together
D4 — Shared Direction
Ask your leaders what matters most this year — you'd hear:
A
Different answers
B
Overlapping but fuzzy
C
Broadly the same
D
The same, in their own words
Section E
Trust & Conflict
The quality of conflict on your team is a direct proxy for how well it handles pressure. Hard truths avoided in the room become rumors in the hall.
E1 — Psychological Safety
In team meetings, hard truths get:
A
Avoided — people go quiet
B
Raised carefully, rarely
C
Raised by most people
D
Put on the table directly
E2 — Conflict Quality
When leaders disagree, it usually:
A
Goes underground, or personal
B
Gets smoothed over
C
Gets worked through
D
Sharpens the decision
E3 — Volatility
The team's emotional weather is:
A
Reactive — mood drives the room
B
Up and down
C
Mostly steady
D
Steady, even under pressure
E4 — Accountability
When someone misses a commitment, it's:
A
Ignored or worked around
B
Noticed, rarely addressed
C
Usually addressed
D
Addressed directly, as a norm
Your Progress
A — Composition & Fit
B — Coverage & Complementarity
C — Bench Load & Durability
D — Decision & Alignment
E — Trust & Conflict
Answer from your knowledge of your team as it is today, not as you'd like it to be. Honest answers produce the most useful results.
Calculating your risk snapshot...
Scoring across 5 dimensions. Identifying your top 3 failure risks.