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Leadership assessment
Compare one behavior across perspectives.
Compare one behavior across self-report, direct reports, and the organizational setting.
One behavior · several perspectives
Invite challenge before a consequential decision is final.
Self
I invite challenge before a decision is final.
- Evidence
- The leader points to open agenda time.
- What the gap could mean
- The question is whether others experience the invitation as safe.
One behavior · several perspectives
Invite challenge before a consequential decision is final.
Direct reports
The team waits until after the meeting.
- Evidence
- Difficult questions are handled privately.
- What the gap could mean
- The group setting may not carry enough social safety.
The comparison
One behavior across perspectives.
Keep the accounts separate long enough to compare them.
- Focus
- A consequential leadership behavior
- Output
- Evidence-linked priorities
Evidence
Perception becomes useful when it points to behavior.
The assessment shows where perspectives agree and differ.
Survey pattern
A pattern shows where experiences differ.
Interview evidence
Interviews help explain why.
Assessment sequence
The sequence protects the comparison.
- Week 1
Frame
Define the behavior and evidence boundary.
Individual and organizational records
Specific priorities, not a personality verdict.
- Behavior brief
- Evidence record