Leadership Candidate Insight Assessment

Step 1 of 5

20%

Page URL

Name(Required)

First Last

Email(Required)

Part 1 – Energisers & Efforts

Below are activities commonly involved in people leadership roles.

Select the 5 activities that give you the MOST energy(Required)

Having one-to-one conversations with team members about performance, wellbeing, or development

Taking time to understand what motivates different people on your team

Listening carefully to multiple perspectives before forming a view

Letting others fully explain their thinking before responding or deciding

Encouraging team members who feel uncertain, overwhelmed, or discouraged

Helping team members recognise progress and capability, even when confidence is low

Staying calm and steady when emotions or tension arise within a team

De-escalating conflict or difficult conversations

Thinking through complex people or operational issues with no obvious solution

Making decisions when information is incomplete or priorities compete

Planning how work should be structured, resourced, or sequenced

Creating clarity around expectations, roles, and next steps

Collaborating with others to reach shared decisions

Bringing people together to align on direction or outcomes

Learning new leadership approaches or reflecting on your leadership impact

Adjusting your leadership style based on feedback or outcomes

Responding flexibly when priorities or circumstances change

Shifting focus quickly between people, tasks, and decisions

Keeping track of follow-ups, documentation, and commitments

Ensuring agreed actions are completed and nothing falls through the cracks

Select the 5 activities that give you the LEAST energy (feel most effortful)(Required)

Having one-to-one conversations with team members about performance, wellbeing, or development

Taking time to understand what motivates different people on your team

Listening carefully to multiple perspectives before forming a view

Letting others fully explain their thinking before responding or deciding

Encouraging team members who feel uncertain, overwhelmed, or discouraged

Helping team members recognise progress and capability, even when confidence is low

Staying calm and steady when emotions or tension arise within a team

De-escalating conflict or difficult conversations

Thinking through complex people or operational issues with no obvious solution

Making decisions when information is incomplete or priorities compete

Planning how work should be structured, resourced, or sequenced

Creating clarity around expectations, roles, and next steps

Collaborating with others to reach shared decisions

Bringing people together to align on direction or outcomes

Learning new leadership approaches or reflecting on your leadership impact

Adjusting your leadership style based on feedback or outcomes

Responding flexibly when priorities or circumstances change

Shifting focus quickly between people, tasks, and decisions

Keeping track of follow-ups, documentation, and commitments

Ensuring agreed actions are completed and nothing falls through the cracks

P1 Most #1 points

P1 Least #1 points

P1 Most #2 points

P1 Least #2 points

P1 Most #3 points

P1 Least #3 points

P1 Most #4 points

P1 Least #4 points

P1 Most #5 points

P1 Least #5 points

P1 Most #6 points

P1 Least #6 points

P1 Most #7 points

P1 Least #7 points

P1 Most #8 points

P1 Least #8 points

P1 Most #9 points

P1 Least #9 points

P1 Most #10 points

P1 Least #10 points

P1 Most #11 points

P1 Least #11 points

P1 Most #12 points

P1 Least #12 points

P1 Most #13 points

P1 Least #13 points

P1 Most #14 points

P1 Least #14 points

P1 Most #15 points

P1 Least #15 points

P1 Most #16 points

P1 Least #16 points

P1 Most #17 points

P1 Least #17 points

P1 Most #18 points

P1 Least #18 points

P1 Most #19 points

P1 Least #19 points

P1 Most #20 points

P1 Least #20 points

E1_one_to_one

F1_one_to_one

E1_deep_listening

F1_deep_listening

E1_encouraging

F1_encouraging

E1_calm

F1_calm

E1_problem_solving

F1_problem_solving

E1_structure

F1_structure

E1_collaboration

F1_collaboration

E1_learning

F1_learning

E1_flexibility

F1_flexibility

E1_Accountability

F1_Accountability

Part 2 - Natural leadership rhythm

For each pair below, choose the option that feels most natural to you in leadership or responsibility-for-others work.

Choice 1(Required)

A. I tend to act quickly and adjust direction as things unfold

B. I prefer to plan carefully before acting

Choice 2(Required)

A. I like to focus deeply on one person or issue at a time

B. I’m comfortable juggling multiple people and priorities at once

Choice 3(Required)

A. I prefer to listen fully before offering direction or decisions

B. I prefer to move fairly quickly to decisions or guidance

Choice 4(Required)

A. I focus first on encouragement, support, and confidence-building

B. I focus first on expectations, accountability, and follow-through

to1_A_emit (Theme: Flexibility)

to1_B_emit (Theme: Structure)

to2_A_emit (Theme: one-to-one support)

to2_B_emit (Theme: Flexibility)

to3_A_emit (Theme: Deep Listening)

to3_B_emit (Theme: Problem‑Solving)

to4_A_emit (Theme: Encouraging)

to4_B_emit (Theme: Accountability)

E2_raw_flexibility

E2_raw_structure

E2_raw_one_to_one

E2_raw_deep_listening

E2_raw_problem_solving

E2_raw_encouraging

E2_raw_accountability

E2_flexibility

E2_structure

E2_one_to_one

E2_deep_listening

E2_problem_solving

E2_encouraging

E2_accountability

Part 3 - Situation 1: Prioritisation

You have 7 tasks and only 30 minutes to complete them. You will NOT be able to finish everything.

Which task will you do first?(Required)

Which task will you do last?(Required)

E3_deep_listening

E3_calm

E3_encouraging

E3_structure

E3_accountability

E3_learning

E3_collab

F3_deep_listening

F3_calm

F3_encouraging

F3_structure

F3_accountability

F3_learning

F3_collab

Part 4 - Situation 2: Capability vs Choice

For each task below, indicate whether you feel you could do it well and whether you would naturally choose to do it. Please answer based on how the work typically feels for you.

Task 1: Listen fully to a team member’s perspective, even when time is limited

Could do well:(Required)

Yes

Would choose to do:(Required)

Yes

Task 2: Create clear priorities and next steps for a team

Could do well:(Required)

Yes

Would choose to do:(Required)

Yes

Task 3: Support and motivate someone who feels stuck or uncertain

Could do well:(Required)

Yes

Would choose to do:(Required)

Yes

Task 4: Re-engage someone who has missed deadlines or commitments

Could do well:(Required)

Yes

Would choose to do:(Required)

Yes

Task 5: Learn and apply a new leadership approach or framework

Could do well:(Required)

Yes

Would choose to do:(Required)

Yes

Task 6: Remain calm, steady, and constructive during emotionally charged or high‑pressure situations

Could do well:(Required)

Yes

Would choose to do:(Required)

Yes

cw1_E

cw1_F

cw2_E

cw2_F

cw3_E

cw3_F

cw4_E

cw4_F

cw5_E

cw5_F

cw6_E

cw6_F

E4_deep_listening

F4_deep_listening

E4_structure

F4_structure

E4_encouraging

F4_encouraging

E4_accountability

F4_accountability

E4_learning

F4_learning

E4_calm

F4_calm

Energiser One-to-One Total

Effort Raw One-to-One Total

Effort One-to-One Total

Net Total One-to-One

Energiser Deep Listening Total

Effort Raw Deep Listening Total

Effort Deep Listening Total

Net Total Deep Listening

Energiser Encouraging Process Total

Effort Raw Encouraging Process Total

Effort Encouraging Process Total

Net Total Encouraging Process

Energiser Calm Presence Total

Effort Raw Calm Presence Total

Effort Calm Presence Total

Net Total Calm Presence

Energiser Problem Solving Total

Effort Raw Problem Solving Total

Effort Problem Solving Total

Net Total Problem Solving

Energiser Structure Total

Effort Raw Structure Total

Effort Structure Total

Net Total Structure

Energiser Collaboration Total

Effort Raw Collaboration Total

Effort Collaboration Total

Net Total Collaboration

Energiser Learning Total

Effort Raw Learning Total

Effort Learning Total

Net Total Learning

Energiser Flexibility Total

Effort Raw Flexibility Total

Effort Flexibility Total

Net Total Flexibility

Energiser Accountability Total

Effort Raw Accountability Total

Effort Accountability Total

Net Total Accountability

Report Output

Candidate Display Name

Primary Energisers

The following themes represent areas of leadership work that the candidate is most energised by. These are aspects of leading others that are likely to feel more natural, engaging, and sustainable for them over time, and may support confidence, motivation, and resilience in leadership roles.

How to use this insight: These energisers highlight areas of leadership work that are likely to feel most natural and sustainable for the candidate over time. They can offer helpful signals about where the candidate may experience confidence, motivation, and resilience, particularly when leadership demands increase.

Secondary / Supporting Energisers

The following themes represent areas of leadership work where the candidate demonstrates capability and moderate energy. These areas can still function as strengths, particularly when they are balanced with more energising aspects of the role, clearly structured, or shared with others. They are often most effective when they support, rather than dominate, the candidate’s leadership responsibilities.

If no themes appear in this section, the candidate’s results suggest clearer, more defined preferences rather than a broad range of secondary energisers.

How to use this insight: Secondary energisers represent areas where the candidate can work effectively, even if these aspects are not primary drivers of engagement. These insights can support decisions about role balance, task distribution, and where additional structure or shared responsibility may enhance sustainability.

Effort Zones

The following themes represent aspects of leadership work that may require more conscious effort for the candidate. These areas are not weaknesses. Instead, they highlight leadership demands that may draw more heavily on the candidate’s energy, particularly when they are sustained, high‑intensity, or poorly supported.

Understanding Effort Zones can be helpful when considering role design, workload balance, onboarding, and the types of systems or supports that may help the candidate remain effective and well over time.

How to use this insight:Effort Zones are not indicators of weakness or limitation. They highlight leadership demands that may require additional energy, conscious effort, or support. This insight can be useful when considering role design, onboarding, workload balance, and the systems or supports that help the candidate remain effective and well.

Capability vs Energy Alignment

The candidate’s responses may indicate areas where they could perform leadership tasks well, but would not naturally choose them. This typically reflects capable but draining work, and is useful for considering workload balance, delegation, and role design.

How to use this insight: This section helps distinguish between what the candidate is capable of doing and what may feel draining over time. Areas identified here are often best supported through thoughtful role design, delegation, pacing, or systems support, rather than expectations of sustained effort without adjustment.

Recommended Interview Focus

The following areas may be helpful to explore further during interview or development conversations, to better understand how the candidate experiences leadership responsibilities and what supports their effectiveness.

How to use this insight: The interview focus areas are intended to guide deeper, strengths‑based conversations. They can help clarify how the candidate experiences leadership demands identified elsewhere in the report, and what conditions, supports, or approaches help them remain effective and engaged.