Free self-assessment
Discover your relational leadership style
Relational leadership means leading through the strength of your relationships rather than the strength of your authority. Ten questions, about three minutes, and you’ll see which of your muscles are strongest, and the one habit worth building next.
Answer honestly rather than aspirationally. Nobody sees this but you.
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Question 1 of 10
Pick a number from 1 to 5 to continue.
Your relational leadership style
Your four relational muscles
Your strengths
Where to focus next
What the four muscles mean
Four things a leader does, measured by ten questions.
Relational leadership is not a temperament. It is four ordinary habits, practiced or neglected. Here is what each one is, and how you can tell which way yours is running.
Presence
3 questions · 15 points
Being reachable, and being there when you are. How available you actually are to the people you lead, in attention rather than calendar time.
When it is strongPeople bring you problems early, while they are still small. You rarely learn something about your team secondhand.
When it is thinYou find out late. People quietly decide which things are worth your time, and you never see the ones that did not make the cut.
Consistency
2 questions · 10 points
Being the same leader twice. Whether the behavior you ask for is the behavior you show, and whether the commitments you make get closed.
When it is strongPeople can predict you. They plan around your word because it holds.
When it is thinThe team learns to wait and see. Standards drift, because the real standard is whatever you did last.
Belonging
3 questions · 15 points
Making it clear that people matter here. Whether each person has evidence they are seen, valued and needed on this team, rather than merely useful to it.
When it is strongPeople contribute past their job description, because the team is theirs and not just yours.
When it is thinPeople do the work and hold something back. The discretionary effort goes somewhere else in their life.
Candor
2 questions · 10 points
Keeping the truth moving in both directions. Whether hard information travels up to you as easily as direction travels down from you.
When it is strongYou hear bad news early and unprompted, including bad news about your own leadership.
When it is thinYou are the last to know. What reaches you has been sanded down by three people first.
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Send me your results and I'll come back with a note on what I'd work on first. No pitch unless you ask for one.
Optional next step
Now put it in your own words.
Set a ten-minute timer and write an answer to each prompt. A score tells you where you stand. This tells you what you actually do about it, in language you can repeat to your team on Monday.
What you do to stay connected with your team in the moment, and to show that your attention is something they can actually get.
The commitments you make most often, and how each one gets closed rather than quietly dropped.
What you do so each person has evidence they are seen and needed here, not just useful.
How you make it easy for someone to tell you something you are not going to enjoy hearing.
Not what you will do. What your team would have that they do not have now, if you got the four above right.
This assessment measures what you do, then infers what your team probably gets. Those are different questions, and the second one is the one that matters. The last prompt is there to keep it in view.