1. Organizational Issues |
strongly agree | agree |
tend to agree | tend to disagree | disagree |
strongly disagree |
---|---|---|---|---|---|---|
Your organization's productivity is falling short of its potential | ||||||
Your new projects have poor launches and a start-up curve that's too long | ||||||
You evaluate that your costs are too high | ||||||
You think that too many of your managers need development | ||||||
There is a high turnover rate amongst your managers | ||||||
Decisions are being made too far from the floor (from the action) | ||||||
Your managers’ work hours are unreasonably high in order for your organization to function |
2. Personal Issues |
strongly agree | agree |
tend to agree | tend to disagree | disagree |
strongly disagree | You feel like you’ve hit a ceiling, with no access to the next management position (Or you feel you have to put a ceiling on your employees’ progress) |
---|---|---|---|---|---|---|
You seem to have too few allies, to whom you could delegate | ||||||
You feel overwhelmed, afraid you’ve exceeded your level of competency | ||||||
You notice that your direct reports don’t know or understand your expectations (Or you having trouble figuring out or understanding your boss’ expectations?) | ||||||
You don't have time to coach or develop people | ||||||
Your stress or anxiety level is so high that the least little unexpected event unhinges you, makes you sad, or saps your motivation | ||||||
You think that your management position is a pretty lonely job | ||||||
You often fantasize about quitting your job or leaving your company. Changing your life |
3. Your Ways of Doing |
strongly agree | agree |
tend to agree | tend to disagree | disagree |
strongly disagree |
---|---|---|---|---|---|---|
Your mandates do not change fundamentaly the organization | ||||||
You are unable to change your approach when the results are not achieved | ||||||
You don't have the tools to know if your team is doing a good job | ||||||
You are unable to apply many different management styles. You are who you are | ||||||
You take others by surprise, others never come prepared. | ||||||
Your meetings are ineffective | ||||||
After you give feedback, there is no follow-ups, the bad habit can come back | ||||||
You fall in the spiral of: supervise, micromanage, bypass, do your N-1's job. | ||||||
You don't know how to measure the performance of the team without disengaging them |
4. Your ways of Being |
strongly agree | agree |
tend to agree | tend to disagree | disagree |
strongly disagree |
---|---|---|---|---|---|---|
You show signs of impatience, sighing, gesticulating when debating ideas with others | ||||||
You are repeatedly late | ||||||
You don't receive feedback well or you can not adapt to the way it is being given | ||||||
When under high stress, you reduce contacts with others, you are busier or more important than everyone else | ||||||
You have difficulty realizing the results or the impacts of your actions | ||||||
In stressful situations, you tend to accomplish less work than you normally do | ||||||
You are unable to manage what ticks you off, to improve the situation | ||||||
Your team members versatility is low and their personal traits (directive, emotional, amiable, analytical) are exagerated |
You are BUSTED! Get the program |
You are LIMIT! You should get the program |
Continue your GROWTH! By following the program |
You are a MYTHBUSTER LEADER? Confirm by following the program! |
{{total}} % |
{{total}} % |
{{total}} % |
{{total}} % |