Free Gap Assessment
Most leadership problems
are alignment problems.
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ALIGN BEFORE LEAD™
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◎ Reveals where your leadership is misaligned
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FREE GAP ASSESSMENT
Answer based on what's actually true — not what you intend to be true.
Question 1 of 14
When you give direction, how often does the outcome match what you actually envisioned?
Think about the last 3 months of project outcomes, not your best-case examples.
1
Almost always
Outcomes consistently match my intent
2
Usually
Minor gaps occasionally
3
Sometimes
Misalignment happens more than I'd like
4
Rarely
I often find myself saying "that's not what I meant"
5
Almost never
The gap between what I say and what happens is consistent
How often do team members ask for clarification on things you already explained?
This is a signal about how your communication lands — not about your team's capability.
1
Rarely or never
My team moves without needing follow-up
2
Occasionally
A question here and there
3
Regularly
A few times per week
4
Frequently
It's become a pattern I've noticed
5
Constantly
Clarification requests are part of every project
When you delegate a task, how do you typically follow up?
Be honest about your actual behavior — not your intended approach.
1
I set expectations and wait for delivery
I trust my team to come to me if needed
2
I check in at agreed milestones
Structured but not intrusive
3
I check in more than agreed
I tell myself it's support, but I know it's more than that
4
I monitor closely and often step in
It's faster if I'm involved throughout
5
I rarely fully let go
Delegation is difficult — I usually take it back
How often does your team make decisions or take action without consulting you first?
A team that never moves without approval is a signal about the environment you've created.
1
Constantly — they're empowered to act
They know when to loop me in
2
Often — with appropriate judgment
Most routine decisions happen without me
3
Sometimes
They default to asking more than acting
4
Rarely
They wait for direction on most things
5
Almost never
Nothing moves without my input
When someone on your team is underperforming, how quickly do you address it directly?
Think about your last real performance issue — not what you plan to do next time.
1
Immediately — I address it within days
Direct, specific, and documented
2
Within a few weeks
I give it some time but don't let it linger
3
I wait and hope it self-corrects
I avoid it longer than I should
4
I hint at it indirectly
I address it without really addressing it
5
I avoid it almost entirely
Hard conversations rarely happen on my watch
In your last few team meetings, how often did someone push back on your ideas or offer a different perspective?
A room that always agrees is not a safe room — it's a silent one.
1
Regularly — debate is normal
People challenge ideas including mine
2
Occasionally
Some people push back sometimes
3
Rarely
Most people agree or stay quiet
4
Almost never
Disagreement doesn't really happen in my meetings
5
Never
My team always aligns with what I say
When you're stressed or frustrated, how aware is your team of it?
Leaders often underestimate how much their emotional state sets the room's temperature.
1
They rarely know
I regulate well and keep it separate
2
They might sense it occasionally
But it doesn't affect the work
3
They usually know
My mood is readable and it shifts the energy
4
They always know
My stress becomes the team's stress
5
I don't hide it — that's authentic
People should know where I stand emotionally
When a problem surfaces unexpectedly, what happens first?
Your first move in a crisis tells your team more than anything you say.
1
I pause and assess before responding
Calm and deliberate is my default
2
I feel the reaction but manage it
I respond rather than react most of the time
3
I react first, then recalibrate
My initial response is visible before I settle
4
My emotional reaction leads
People see it and adjust around me
5
I escalate — urgency drives the room
My reaction sets a frantic tone
When someone does excellent work, what do you typically do?
Recognition is a leadership tool — not a personality preference.
1
Acknowledge it specifically and promptly
I name what they did and why it mattered
2
Mention it at our next 1:1
I get to it — just not always immediately
3
Give a general "good job"
I acknowledge it but keep it brief
4
Assume they know they did well
Strong performers don't need to be told
5
Move on — that's what they're paid for
Recognition feels unnecessary to me
In your last team meeting, what got more of your attention?
Where your attention goes tells your team what you actually value.
1
What was working well
I led with wins before problems
2
Roughly equal
Balanced between progress and problems
3
What needed fixing
Problems drove most of the conversation
4
Gaps and failures
The meeting was mainly about what went wrong
5
Entirely on problems
We don't spend time celebrating — there's always more to fix
How often do you adjust your communication style based on who you're talking to?
"This is just how I communicate" is a choice that affects everyone around you.
1
Always — I read the person and adapt
Flexibility is part of how I lead
2
Often — I try to meet people where they are
I adjust more than I stay fixed
3
Sometimes — depends on the person
I adapt for some but not all
4
Rarely — I communicate how I communicate
People need to adapt to me
5
Never — changing feels inauthentic
This is who I am
When a team member proposes a new approach, what's your honest first reaction?
Your instinct — not your practiced response.
1
Genuine curiosity — tell me more
New ideas get a fair hearing from me
2
Open, but I evaluate it critically
I give it a chance before judging
3
Skeptical — I've seen a lot of ideas
My experience makes me question it first
4
Dismissive — we've tried this before
I default to why it won't work
5
I already know the answer
My experience tells me what works here
When did someone last tell you something about your leadership that genuinely surprised you?
The longer the gap, the higher the blind spot risk.
1
Recently — within the last few months
I actively seek feedback and get real answers
2
Within the last year
It happens, but not frequently
3
A few years ago
I can remember it but it's been a while
4
I can't remember
It's been long enough that I've lost track
5
Never — I know my leadership well
There's nothing left to surprise me
If your team were asked privately — "what is the one thing your leader does that holds the team back?" — what do you think they'd say?
This question measures self-awareness more than behavior. Your ability to answer it honestly is itself a data point.
1
I know exactly what they'd say
I'm aware of it and actively working on it
2
I have a pretty good guess
I suspect something specific but haven't confirmed
3
I'm not sure — a few things come to mind
It could be several things
4
I genuinely don't know
I'd be surprised by the answer
5
I don't think they'd say anything
My leadership isn't holding anyone back
Your Leadership Profile
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Overall
Gap Score
Gap Score
Your Top Two Gaps
This shows you where.
The CQ tells you why.
This Free Gap Assessment surfaces the pattern. The Congruence Quotient™ diagnostic goes deeper — identifying the root cause behind your gaps and giving you a framework to close them permanently. That's what the consultation is for.
Book a Free Consultation →The CQ is available as part of a coaching engagement or organizational diagnostic. Talk it through →