How Well Do You Lead Under Pressure?

When Things Get Intense…

Question 1 of 12
1
When I’m really stressed or under pressure, I tend to react in ways that surprise me later – like being sharper all information is available via this link than intended, withdrawing, or pushing too hard.

Always



Often



Sometimes



Rarely



Never


2
After a tense meeting or difficult conversation, I actively ask others how I came across and what impact I had on them.

Never



Rarely



Sometimes



Often



Always


3
When my team gets stuck in the same arguments or everyone’s talking but no one’s listening, I know how to get them unstuck and moving forward.

Never



Rarely



Sometimes



Often



Always


4
When something goes wrong, I find myself looking for the ONE person or thing to blame rather than seeing how multiple factors contributed.

Always



Often



Sometimes



Rarely



Never


5
During a crisis or major challenge, I successfully keep people energized and focused rather than letting fear or negativity take over.

Never



Rarely



Sometimes



Often



Always


6
I try to handle everything myself because it’s faster than involving others or because I don’t want to burden my team.

Always



Often



Sometimes



Rarely



Never


7
When faced with a decision that’s right for the business but might hurt my reputation or relationships, I choose what’s right even when it’s uncomfortable.

Never



Rarely



Sometimes



Often



Always


8
I can explain why our organization exists beyond making money in a way that genuinely inspires people to give their best.

Not at all



Poorly



Adequately



Well



Excellently


9
In my organization, people feel safe to disagree with leadership and share unpopular opinions without fear of retaliation.

Never



Rarely



Sometimes



Often



Always


10
When tensions rise in a meeting and people start getting defensive or attacking, I can calm things down and get everyone back on track.

Never



Rarely



Sometimes



Often



Always


11
I can turn heated arguments into productive conversations where people actually listen to each other and find solutions together.

Never



Rarely



Sometimes



Often



Always


12
I have a clear approach for how I lead in a crisis – I know what works, what doesn’t, and I keep getting better at it.

Not at all



Vaguely



Somewhat



Mostly



Completely



See My Results