Leadership Derailers Assessment

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Leadership Derailers(Required)

Below is a list of common “derailers” that inhibit leadership effectiveness. Rate them using the following scale: 1 – Not a problem at all; 2 – Minor problem; 3 – Moderate problem; 4 – Serious problem. Don’t deliberate too long on questions. Go with your gut instinct and move briskly. It should take about 10 to 15 minutes to complete. This assessment should help you develop self-awareness and identify ways to improve your leadership.

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Abuse: verbal, psychological, physical, or sexual mistreatment of others
Aloof: seeming or being distant, detached, or remote
Avoidance: avoiding difficult tasks, situations, or conflicts
Blame: finding fault with others (e.g., colleagues, board) or circumstances instead of looking within
Burnout: becoming run-down and feeling exhausted, often due to workaholism or lack of self-care
Bottleneck: feeling you must make all decisions or taking on too much work yourself, causing delays

Leadership Derailers #2(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Clarity: not having or providing sufficient clarity on goals, priorities, or tasks
Change: not anticipating or driving change in the organization; failure to adapt
Communication: not sharing information well or enough; withholding information
Chaos: always generating ideas or causing confusion, while neglecting how things will get done
Complacency: allowing yourself, your team, or the organization to lose urgency and motivation
Control: excessive need to be in charge of people and things
Culture: insufficient attention to building and maintaining a healthy organizational culture

Leadership Derailers #3(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Delegation: not entrusting tasks to others sufficiently, leading to reduced motivation and delays
Development: not adequately investing in, educating, or training people, your team, or yourself
Disconnected: isolated from your team or customers, inhibiting relationships
Excuses: explaining away and avoiding responsibility for mistakes and problems
Ego: being self-centered or conceited, with an exaggerated sense of your importance or abilities
Ethics: cutting moral or legal corners when under pressure and lacking integrity
Excellence: not achieving exceptional results and positive impacts across stakeholders

Leadership Derailers #4(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Favorites: excessively showing preference for some people, causing resentment in others
Fear: holding back or not trying due to concerns about failure or threats to image
Feedback: not providing feedback well or often enough, or not soliciting it enough or receiving it well
Goals: setting targets that are too high or too low—or none at all
Hands-Off: too distant or removed from the workflow, leading to blind spots and problems
Hypercritical: publicly disparaging colleagues in ways that are unnecessary and detrimental
Impulsiveness: rash decision-making and action (e.g., too quick to make people decisions); distractible

Leadership Derailers #5(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Indecision: inability to make timely choices, waffling on what to do
Innovation: not investing and getting results in translating new ideas into offerings that create value
Insecurity: lacking confidence about leading or feeling unqualified to lead; unassertive
Intimidating: making others nervous or frightened, often due to dominating or bullying behavior
Judgmental: excessive fault-finding with self, others, or circumstances
Listening: speaking too much or thinking about what you’ll say next instead of giving full attention
Management: excessive focus on managing things, activities, or numbers versus leading people and driving change

Leadership Derailers #6(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Micromanagement: excessively telling people how to do their jobs, vs. giving them trust and autonomy
Motivation: not sufficiently stimulating enthusiasm or inspiring action from your team
Needy: excessive attachment to achievement, success, recognition, or praise for self-acceptance
Obsessive: so intensely focused on an important aim that it becomes misguided or destructive
Perfectionism: setting unrealistic expectations for yourself or others; needing things to be flawless
Pessimism: focusing more on doubts and obstacles than opportunities
Pleasing: excessive focus on making others happy at the expense of your own needs or desires

Leadership Derailers #7(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Procrastination: putting things off until later or the last minute
Reactive: often too busy putting out fires and responding to situations instead of driving them
Recognition: not providing sufficient or timely praise or acknowledgment of effort or achievement
Risk-Averse: excessive fear of taking chances without more information or guarantees
Short Game: failing to invest in the future and deciding without considering the long term
Steel: too much hard-edge leadership (e.g., power and toughness) when dealing with people or situations
Support: failing to help, back up, or encourage colleagues when they’re struggling or under fire

Leadership Derailers #8(Required)

	1 - Not a problem at all	2 - Minor problem	3 - Moderate problem	4 - Serious problem
Team: not instilling your group with common purpose, fellowship, and mutual accountability
Trust: failing to be dependable or worthy of belief; not showing faith in or trusting others
Undermining: talking disparagingly about others behind their backs or sabotaging them
Unrealistic: being overly optimistic about what can happen and downplaying the likely difficulties
Velvet: too much soft-edge leadership (e.g., seeking harmony over results) when more directive leadership is needed
Volatile: prone to overreaction, annoyance, or moodiness, especially under stress
Workaholism: being addicted to work and struggling to switch it off or stop thinking about it

Your Other Leadership Derailers (add others not listed above)

List your top three to five leadership derailers (Required)

Abuse

Aloof

Avoidance

Blame

Bullying

Burnout

Bottleneck

Change

Chaos

Clarity

Communication

Competition

Complacency

Control

Culture

Delegation

Development

Disconnected

Diversity

Excuses

Ego

Ethics

Example

Excellence

Fairness

Favorites

Fear

Feedback

Goals

Hands-Off

Hypercritical

Hyper-Rational

Hypocritical

Impulsiveness

Indecision

Innovation

Insecurity

Insensitive

Intimidating

Judgmental

Listening

Management

Micromanagement

Motivation

Needy

Nitpicking

Obsessive

Perfectionism

Pessimism

Pleasing

Politics

Procrastination

Reactive

Recognition

Responsibility

Rigid

Risk-Averse

Short Game

Steel

Support

Team

Toxic Leadership

Trust

Undermining

Unrealistic

Velvet

Volatile

Workaholism

List your top three to five leadership derailers(Required)

Ideation: List initial ideas for how to address your top derailers, including potential help from others. Ideate freely, without filtering.(Required)

Bias toward Action: What will you do in the next week and beyond to begin addressing these derailers?(Required)

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