Intent-to-Impact Gap Quiz | Next Leader Up

Leadership Blind Spot Assessment - Dr. Shelby Hill

Section 1 of 7 • 14% Complete

#1: Communication Ambiguity

When "clear" communication isn't clear at all

Team members frequently ask for clarification on tasks I thought were clear

Never

Rarely

Sometimes

Often

Always

I often discover that my team interpreted my instructions differently than intended

Never

Rarely

Sometimes

Often

Always

Project outcomes don't match what I thought I communicated

Never

Rarely

Sometimes

Often

Always

I find myself saying "That's not what I meant" more than I'd like

Never

Rarely

Sometimes

Often

Always

#2: Overconfidence in Your Experience

When past success becomes future failure

I rely heavily on strategies that worked well for me in the past

Never

Rarely

Sometimes

Often

Always

I sometimes dismiss new approaches because "I've seen this before"

Never

Rarely

Sometimes

Often

Always

Younger team members seem hesitant to share their ideas with me

Never

Rarely

Sometimes

Often

Always

I find myself starting sentences with "In my experience..." frequently

Never

Rarely

Sometimes

Often

Always

#3: Micromanagement & Control

Disguised as "being supportive"

I check in on my team's progress more frequently than they seem to appreciate

Never

Rarely

Sometimes

Often

Always

Team members wait for my approval before making decisions they could handle

Never

Rarely

Sometimes

Often

Always

I often provide detailed instructions on HOW to complete tasks, not just WHAT needs doing

Never

Rarely

Sometimes

Often

Always

My team seems hesitant to take initiative without consulting me first

Never

Rarely

Sometimes

Often

Always

#4: Feedback Aversion and Low Psychological Safety

Avoiding hard conversations that need to happen

I postpone difficult performance conversations hoping things will improve naturally

Never

Rarely

Sometimes

Often

Always

Team members seem careful about what they say in meetings

Never

Rarely

Sometimes

Often

Always

I worry that giving direct feedback might hurt team morale

Never

Rarely

Sometimes

Often

Always

People rarely challenge my ideas or offer alternative perspectives

Never

Rarely

Sometimes

Often

Always

#5: Emotional Spillover

Your emotions become everyone's problem

My stress levels seem to affect the entire team's energy

Never

Rarely

Sometimes

Often

Always

I sometimes bring my frustrations from one meeting into the next

Never

Rarely

Sometimes

Often

Always

Team members can tell when I'm having a bad day without me saying anything

Never

Rarely

Sometimes

Often

Always

I react emotionally to problems before thinking through solutions

Never

Rarely

Sometimes

Often

Always

#6: Recognition Blindness

Taking good performance for granted

I tend to focus more on what's going wrong than what's going right

Never

Rarely

Sometimes

Often

Always

Good performers rarely hear positive feedback from me unless they specifically ask

Never

Rarely

Sometimes

Often

Always

I assume people know they're doing well without me telling them

Never

Rarely

Sometimes

Often

Always

Recognition and praise feel awkward or unnecessary to me

Never

Rarely

Sometimes

Often

Always

#7: The Authenticity Paradox

When "being yourself" becomes selfish

I use "this is just how I am" to justify leadership behaviors that may not serve others

Never

Rarely

Sometimes

Often

Always

I resist adapting my communication style to what different team members need

Never

Rarely

Sometimes

Often

Always

I believe changing my approach would make me "fake" or "inauthentic"

Never

Rarely

Sometimes

Often

Always

I prioritize being "genuine" over being effective as a leader

Never

Rarely

Sometimes

Often

Always

Your Gap Risk

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