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EMOTIONAL INTELLIGENCE MINDSET ASSESSMENT

This self-assessment focuses on the invisible obstacles to effectively engaging others to achieve our goals. These obstacles are below the surface of skill and knowledge. They are mindsets that dictate our behaviors without our knowledge. These mindsets may serve us in some contexts, but become obstacles to achieving our goals in other contexts. Over two decades of coaching and developing leaders, we have identified the seven most common “self-limiting mindsets” across leadership and life contexts and roles.

This is not a psychometric tool that claims to diagnose a character type. This assessment will give you insight into a mindset that is an obstacle for you right now, and share a framework to help you shift your thoughts and behaviors. Answer the questions with your current role, challenges, and priorities in mind. You will then receive an email identifying a mindset focus and a link to an analysis grounded in Noble Story Group’s Emotional Intelligence 5-Square. The coaching questions we include with your results are intended to support you to come to your own conclusions and plot your own path. Our belief is that you have everything you need in you already to shift the mindsets that are getting in your way. We hope this tool supports you on that journey.
1
COMPLETE THE ASSESSMENT
Answer the questions with your current role and challenges in mind.
2
SEE DETAILED RESULTS
Learn about the mindset that is an obstacle for you right now.
3
PLOT YOUR OWN PATH
Use the EI 5-Square self-coaching guide to begin shifting your mindset.
You actively avoid communicating with one or more members of your team because they have frustrated or disappointed you.
Disagree
Agree
You believe, at some level, that having difficult conversations erodes trust and/or relationships.
Disagree
Agree
You question your ability to do your job, but you suspect that is at least partly in your head.
Disagree
Agree
You have a negative view of positional power and use it only when you absolutely have to.
Disagree
Agree
You regularly take on tasks that you know belong to other people (and especially your direct reports).
Disagree
Agree
The people you lead believe your work pace and style is what is expected from them.
Disagree
Agree
The most common positive feedback you receive is about being caring and kind.
Disagree
Agree
You do not feel like you live up to your assumptions about what a leader is supposed to be.
Disagree
Agree
Next
A common critique of your leadership is that you do not have a clear vision.
Disagree
Agree
People regularly come to you for help with tasks that they should be doing on their own.
Disagree
Agree
You can’t stop thinking about work when you are not there.
Disagree
Agree
You have a pattern of "writing people off" when they disappoint you
Disagree
Agree
Your doubts about your own competence make it hard to challenge others and make controversial or unilateral decisions
Disagree
Agree
You are not sure that your team believes in your leadership.
Disagree
Agree
You feel you have no time to take care of yourself because of your work load.
Disagree
Agree
You believe others expect you to work at your pace, and you feel guilty when you take time out for yourself.
Disagree
Agree
Next
You focus most of your attention and energy making sure structures and systems are running effectively.
Disagree
Agree
When your stakeholders push back, you find it hard to explain or defend your policies and decisions in a way that resonates with them.
Disagree
Agree
You sometimes tell yourself that it is easier to complete a task yourself than to support someone else to do it.
Disagree
Agree
Your most important personal relationships have suffered because of work.
Disagree
Agree
You and your team are often unclear about roles and responsibilities and who should take on tasks as they arise.
Disagree
Agree
When people do not meet your expectations, it often feels personal
Disagree
Agree
You struggle as a leader with unexpected changes to your plan.
Disagree
Agree
Your mental and/or physical health feels compromised by your work style.
Disagree
Agree
Next
You get stuck making decisions as a leader in the gray areas, when there is not clear guidance from your leader(s).
Disagree
Agree
You have a habit of jumping into reactive challenges on your team when you see them.
Disagree
Agree
It is important to you that people like you.
Disagree
Agree
You feel stuck in a reactive loop of task completion.
Disagree
Agree
You try to find the most positive way to articulate challenging or controversial issues and this sometimes backfires on you.
Disagree
Agree
You see learning as mostly about acquiring skills and knowledge.
Disagree
Agree
When unforseen circumstances (like a pandemic) make your organization's tactics and strategy irrelevant, your default is to wait for the new plan from your leader(s).
Disagree
Agree
You believe that emotions are irrelevant to or even an obstacle to effective leadership.
Disagree
Agree
Next
A common theme on your team is that they are devoted to the work but are not sure how long they can keep doing it.
Disagree
Agree
You sometimes choose not to address underperformance when people are working hard or managing big personal or professional challenges.
Disagree
Agree
You believe that sharing one’s personal self at work is not connected to achieving professional outcomes.
Disagree
Agree
You are often surprised that your decisions or interactions with others have evoked negative reactions.
Disagree
Agree
Your work environment sends implicit messages that you do not fit in because of some aspect of your identity (gender, age, race, class, etc.)
Disagree
Agree
You measure your success primarily by outcomes and not by your process or performance.
Disagree
Agree
You are regularly frustrated with or disappointed in a number of your team
Disagree
Agree
You sometimes choose not to address underperformance when people are working hard or managing big personal or professional challenges.
Disagree
Agree
Next
You do not believe the feelings of others are relevent when making tactical decisions to meet goals.
Disagree
Agree
You focus most of your energy on your team executing the organization’s playbook and very little of your energy on aligning to your personal why.
Disagree
Agree
Members of your team have complained to your manager that you have a negative bias against them
Disagree
Agree
You feel frustrated and impatient with others when they have negative reactions to your decisions or directives.
Disagree
Agree
Your team does not consistently comply with expectations that they do not value or agree with.
Disagree
Agree
You hide your leadership growth areas from your team and/or your manager
Disagree
Agree
Your underperformers were solid performers in previous jobs, or they go on to do better after they leave your team.
Disagree
Agree
Your staff attrition over time is higher than the norm in your organization or sector. This may especially be true across lines of difference.
Disagree
Agree
Next
You receive constructive feedback about the clarity and timeliness of your communication and/or the consistency of your follow-through.
Disagree
Agree
You value control when it comes to managing your direct reports and your team.
Disagree
Agree
You hesitate to delegate when you should.
Disagree
Agree
You focus too much on your losses and not enough on your wins.
Disagree
Agree
You can get stuck in the rut of doing what’s expected even when it does not seem to be working.
Disagree
Agree
Your team’s culture is driven by compliance and there is a lack of initiative to try new things.
Disagree
Agree
You worry about what others are saying about you behind closed doors.
Disagree
Agree
You have experienced, or expect to experience, significant staff turnover over time.
Disagree
Agree
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