Why assess yourself? 

Every leader is positioned somewhere on this grid, whether they realise it or not. Whilst some are passive and waiting for the right moment and reacting to what ever comes up, others are proactive in their approach, pursuing their development with real intention. Additionally, whilst some are sporadic in their approach, possibly working hard but without a clear sense of direction, others are more strategic and intentional in the way they work. None of these positions are wrong, they are simply a starting point.

What sets leaders apart over time is not talent alone, it is the willingness to move. The grid maps two things that quietly shape your entire leadership journey, how actively you engage with your own growth, and how strategic your direction is while doing it. Sitting still in either one limits how far your leadership can go.

Moving through the boxes, becoming more active, more intentional, or both, is what turns effort into real capability. Sharper decision making. Stronger relationships with your team. More confidence under pressure. A leadership style that people notice and want to follow. None of that happens by accident, it happens through deliberate movement across this grid. 

When you take the quiz you get:

• Your personal leadership development type, one of nine positions on the grid
• A one-page profile explaining what your type means and why it matters
• Two practical, realistic actions to help you move toward stronger, more strategic development
• A short email series with encouragement, identification of common blockers, and how to work through them
• A clear picture of where your leadership could go next, and what it takes to get there 

Who am I?

I am Sam Bruce, a Business Psychologist and business coach with a background in high performance sport. I now spend much of my time working with senior leaders who want to develop greater self-awareness, to be healthier and happier make sharper decisions, and perform consistently in high-pressure environments.

I find that thinking errors often sit at the root of a significant proportion of the performance challenges I see in my work. The leaders who learn to notice, catch, and challenge their own thinking habits report improvements in decision making, communication, relationships, and the way they respond under pressure.

This challenge is the starting point. It takes a concept that can sound theoretical and makes it practical, personal, and immediately useful.