Surface the gap between how you perceive your leadership impact — and how it is actually experienced by the people around you.
20Questions
5Categories
~15Minutes
This self-assessment is the first layer of the EQV Executive Blind Spot Assessment. Your responses form your self-perception baseline — the data against which observer feedback is compared to reveal your actual blind spots.
Answer based on how you genuinely behave, not how you intend to behave or aspire to behave. The assessment only works if your answers reflect your real experience.
0 / 20 answered
Self-Assessment Questions
Rate 1–10
💬
Communication Impact
The gap between your intended message and its received meaning
Category 1 · Question 1 of 20
When I deliver difficult feedback, I believe the other person leaves the conversation understanding both the concern and my confidence in them.
NeverAlways
Category 1 · Question 2 of 20
In meetings, I create space for people to disagree with my perspective before decisions are made.
NeverAlways
Category 1 · Question 3 of 20
My communication during stressful periods is as clear and steady as it is during calm periods.
NeverAlways
Category 1 · Question 4 of 20
People on my team would say they understand not just what I'm asking them to do, but why it matters.
NeverAlways
⚖️
Decision-Making Patterns
The systematic biases shaping your judgment without your awareness
Category 2 · Question 5 of 20
I actively seek input from people whose perspectives differ significantly from my own before making major decisions.
NeverAlways
Category 2 · Question 6 of 20
When I make a decision that turns out to be wrong, I acknowledge it directly to the people it affected.
NeverAlways
Category 2 · Question 7 of 20
I am aware of which voices I tend to discount or overlook in group settings.
NeverAlways
Category 2 · Question 8 of 20
My decisions reflect a genuine consideration of long-term impact, not just short-term performance pressures.
NeverAlways
🏛️
Cultural Influence
The unintended signals your behavior sends to your organization's culture
Category 3 · Question 9 of 20
What I model in my own behavior is consistent with what I ask of the people I lead.
NeverAlways
Category 3 · Question 10 of 20
My team would say I genuinely celebrate others' contributions rather than centering my own.
NeverAlways
Category 3 · Question 11 of 20
The way I respond to mistakes — mine and others' — creates a culture where people feel safe to take risks.
NeverAlways
Category 3 · Question 12 of 20
My stated priorities — values, initiatives, goals — are reflected in where I actually spend my time.
NeverAlways
🤝
Relational Dynamics
Where your leadership style creates friction in key relationships
Category 4 · Question 13 of 20
I invest in relationships with the people I lead beyond task and performance conversations.
NeverAlways
Category 4 · Question 14 of 20
People on my team would say they feel comfortable bringing me real problems, not just packaged solutions.
NeverAlways
Category 4 · Question 15 of 20
I am aware of the ways my presence or energy can inadvertently create anxiety or distance in others.
NeverAlways
Category 4 · Question 16 of 20
I follow through consistently on commitments I make to individuals on my team.
NeverAlways
🌡️
Stress Response
How your behavior changes under pressure — and how that affects your team
Category 5 · Question 17 of 20
Under significant pressure, I maintain the same level of emotional availability I have during lower-stress periods.
NeverAlways
Category 5 · Question 18 of 20
When I'm stressed, I am aware of how my behavior is affecting the people around me.
NeverAlways
Category 5 · Question 19 of 20
I have reliable practices that prevent stress from spilling into my leadership interactions.
NeverAlways
Category 5 · Question 20 of 20
My team knows it's safe to tell me when my stress is affecting them.
NeverAlways
Reflective Prompts
Written responses
Complete these prompts before reviewing your scores. Write freely — these responses are for your own development and are not shared without your permission. There are no right answers.
Pattern Recognition · Prompt 1
Describe a recent situation where you communicated something important and the response surprised you. What were you expecting? What happened instead?
Pattern Recognition · Prompt 2
Who on your team or in your organization are you least likely to hear critical feedback from? Why do you think that is?
Pattern Recognition · Prompt 3
What is one leadership behavior you would change if you knew no one was watching or evaluating you?
Stress Response · Prompt 4
When you are under pressure, what does your "worst version" of leadership look like? How would someone on your team describe it?
Your Blind Spot Profile
Self-perception baseline complete. Below are your scores by category.
Category Breakdown
Self-ratings
Your highest-rated category
Your lowest-rated category
What Happens Next
This self-assessment is your baseline — one half of the picture. The complete Blind Spot Profile requires observer feedback from your direct reports, peers, and key stakeholders. The gap between their ratings and yours reveals your actual blind spots.
Your facilitator will compile the full report and guide you through a 90-minute debrief session where the patterns are explored in depth and connected to your EQV Compass development plan.
Ready to see the full picture?
Schedule your debrief session with Dr. Frank Diaz to receive your complete Blind Spot Profile and begin your EQV Compass.