You’re already leaving one.
Forty questions, about fifteen minutes. At the end you’ll know how you lead, what happens to that when the pressure comes on, and what a team built out of people like you would be short of.
There’s no score out of a hundred and nothing to decode. What you get is a picture of how you actually work, specific enough to do something with by Monday.
Two things decide most of how somebody leads. How quickly they move from deciding to doing, and what they protect when they can’t protect everything.
Put those on two axes and you get four corners. Nobody sits exactly in one, and the interesting part is usually where somebody sits between them.
Where would you like to start?
For yourself
You already know how you lead. This is about how you land.
Where you sit, where you go under pressure, and how far apart those two are.
See what you’d get →For your team
A team needs all four. Most find out what they’re missing the hard way.
Your whole leadership group on one map, and what the shape of it is costing you.
See how it works →For coaches and consultants
The day doesn’t certify you. It qualifies you to co-deliver.
Deliver the Imprint with your own clients, under your own name and your own fees.
See the path →Four ways a leadership team fails
Most leadership teams end up stacked toward one of four shapes without anyone choosing it. It happens through hiring, through promotion, and through who happened to get on with whom. Each shape has a way of failing, and the failures are consistent enough to be worth naming in advance.
- Too many Tractors. Nothing ships.
- Too many Buses. Lovely, going nowhere.
- Too many Jets. Constant motion, no depth.
- Too many Rockets. Things get done, people leave.
If one of those landed, it probably isn’t about the individuals in the room. Teams inherit their shape by accident and then spend years working around it.
What’s usually missing
Most leadership assessments hand you a description of yourself and finish there. It’s normally accurate, and it’s normally quite pleasant to read, and about a week later it’s in a drawer with the last one. Plenty of them are well built. The problem is what they don’t cover.
This one keeps going in two directions.
Your range
Everybody has a normal Tuesday version of themselves and a bad-week version. For some people those are close to identical, and their team always knows what they’re getting. For others the gap is wide enough that people can tell which version walked in before a word is said.
Neither of those is the better one to be, and each causes its own kind of trouble. What’s unusual is being told which one you are, since most instruments only ever measure the Tuesday.
Your team
Ten people take an assessment, ten people get a description of themselves, and the organization that paid for it ends up holding a folder. The question underneath the purchase was never really who these people are. It was what this particular group is going to be bad at.
Put the whole leadership team on one map and you can see where you’re stacked up, what you’re short of, and the specific way that’s going to bite you.
I took a lot of these over the years. I’d agree with most of what they said about me and still have no idea what to do differently on Monday. And none of them ever answered the question I actually had, which was about the team, not about me.
Andrea, Black Sheep Leadership Group · Why I built this →
Fair warning: it isn’t a comfortable read.
Each of the four styles gets a section on what it costs the people who work for that person, and yours is in there with the rest. Most people find one line they’d rather not have seen. In our experience that’s usually the line worth coming back to.
Want a look first?
There’s a short version. Two minutes, and it gives you a real result rather than a teaser. No card and no commitment.
Try it →