Welcome to the Integration Impact Matrix™ Diagnostic

This comprehensive diagnostic tool helps leaders, like you, understand how well you’re integrating personal leadership with organizational impact.

Through targeted questions about your leadership approach and organizational dynamics, you’ll discover your position in the Integration Impact Matrix™ and receive insights for your leadership journey and your team’s impact.

There are two parts to this assessment:

Part A: Leadership Alignment
This section focuses on your personal leadership approach and practices.
Part B: Organizational Health Assessment
This section provides insight into organizational health.

Your responses will provide valuable insights about your current leadership integration and identify specific opportunities for growth and transformation.

P.S. This assessment is for your own reflection and should not be used for casting judgment on yourself or colleagues. As you respond to the questions, be honest with yourself. And remember that it’s natural and expected to have areas for growth.

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Intro

In what industry do you work(Required)

What best describes your current leadership scope?(Required)

How many years have you served in a formal leadership role?(Required)

Name(Required)

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Email(Required)

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Part A: Leadership alignment

This section focuses on your personal leadership approach and practices.

Instructions:

Respond based on your own leadership behaviors and practices.

Consider what you consistently do in your day-to-day leadership, not what you intend to do or believe you should do.

Reflect on your patterns over the past 6–12 months.

Be honest with yourself — this assessment is most valuable when responses reflect your lived experience.

Purpose integration

When making significant decisions, I explicitly connect my choices to my core purpose and values rather than just responding to immediate pressures(Required)

Never

Rarely

Sometimes

Often

Always

I can identify recent opportunities, requests, or priorities I declined because they were not aligned with what matters most, even when they were attractive or expected of me.(Required)

Never

Rarely

Sometimes

Often

Always

My calendar and use of time consistently reflect the priorities I say matter most.(Required)

Never

Rarely

Sometimes

Often

Always

When demands compete, I use a clear sense of purpose to determine what receives my attention and what does not.(Required)

Never

Rarely

Sometimes

Often

Always

My team could accurately describe what I prioritize based on the decisions and tradeoffs they see me make.(Required)

Never

Rarely

Sometimes

Often

Always

Values congruence

I have made recent decisions that upheld my values even when doing so was less convenient, less popular, or required a meaningful tradeoff.(Required)

Never

Rarely

Sometimes

Often

Always

My everyday leadership behaviors consistently reflect the values and principles I say are important.(Required)

Never

Rarely

Sometimes

Often

Always

When my actions fall short of my stated values, I acknowledge the disconnect and take steps to repair or correct it.(Required)

Never

Rarely

Sometimes

Often

Always

The way I allocate time, attention, recognition, and resources reflects the values I say guide my leadership.(Required)

Never

Rarely

Sometimes

Often

Always

Mindset and emotional intelligence

When receiving criticism or difficult feedback, I seek to understand the message before defending or explaining myself.(Required)

Never

Rarely

Sometimes

Often

Always

In high-pressure situations, I use intentional strategies to regulate my emotional response before taking action.(Required)

Never

Rarely

Sometimes

Often

Always

After difficult interactions, I reflect on my emotional activators and consider how they may have influenced my response.(Required)

Never

Rarely

Sometimes

Often

Always

During team disagreements or conflicts, I actively seek to understand perspectives that differ from my own before advocating for my position.(Required)

Never

Rarely

Sometimes

Often

Always

When new information challenges my assumptions, I am willing to reconsider my interpretation, approach, or decision.(Required)

Never

Rarely

Sometimes

Often

Always

Strategic decision making

Before making significant decisions, I consider both the immediate implications and the longer-term consequences of my choices.(Required)

Never

Rarely

Sometimes

Often

Always

I maintain regular, protected time for strategic thinking and planning rather than allowing urgent demands to consume all of my attention(Required)

Never

Rarely

Sometimes

Often

Always

When urgent requests arise, I evaluate them against established strategic priorities before committing time, resources, or attention.(Required)

Never

Rarely

Sometimes

Often

Always

I am willing to delay an immediate solution when a more thoughtful approach is likely to produce a stronger, more sustainable outcome.(Required)

Never

Rarely

Sometimes

Often

Always

Energy & boundary management

I have specific recovery practices (exercise, meditation, hobbies) that remain consistent even during high-pressure periods(Required)

Never

Rarely

Sometimes

Often

Always

Outside of true emergencies, I am able to disengage fully from work during evenings, weekends, and other designated personal time.(Required)

Never

Rarely

Sometimes

Often

Always

I can identify early warning signs of depletion and take proactive steps before reaching burnout.(Required)

Never

Rarely

Sometimes

Often

Always

In the past month, I've consistently honored my personal commitments without allowing work to routinely displace them.(Required)

Never

Rarely

Sometimes

Often

Always

I can be unavailable to work without feeling compelled to monitor messages, email, or other work activity.(Required)

Never

Rarely

Sometimes

Often

Always

Leadership presence and development

I regularly share appropriate personal experiences and lessons learned when doing so helps build trust, connection, or learning.(Required)

Never

Rarely

Sometimes

Often

Always

When developing others, I create space for them to find their own leadership voice rather than expecting them to mirror mine.(Required)

Never

Rarely

Sometimes

Often

Always

When team members bring challenges or problems, I use coaching questions to support them in generating their own solutions rather than immediately providing the answer.(Required)

Never

Rarely

Sometimes

Often

Always

I hold regular 1:1 meetings with direct reports and protect this time from interruptions, demonstrating that their growth and development is a top priority.(Required)

Never

Rarely

Sometimes

Often

Always

I intentionally create opportunities for team members to exercise judgment, make decisions, and take ownership without unnecessary dependence on me.(Required)

Never

Rarely

Sometimes

Often

Always

Part B: Team/organizational health

This section assesses the health of your organization or team environment.

Instructions:

Consider the leadership practices, conditions, and patterns you consistently observe across your team, department, function, or organization.
Answer based on the area and leaders you have enough visibility to assess accurately.
If you are not responsible for the broader organization, respond based on your sphere of leadership and influence.
If you are a founder-led organization, and the only person in a formal leadership role, answer based on the systems, practices and operating patterns currently in place across your organization.
For questions where the option is provided, select “Not enough visibility to assess” if you do not have sufficient information to respond accurately.
There are no wrong answers — your perspective, based on what you can observe, is what matters.

Culture vitality

Team members regularly share differing viewpoints, concerns and ideas without fear of negative consequences.(Required)

Never

Rarely

Sometimes

Often

Always

Team members proactively bring forward new ideas and suggestions for improving how we work.(Required)

Never

Rarely

Sometimes

Often

Always

When challenges arise, team members support one another without waiting for leadership to step in.(Required)

Never

Rarely

Sometimes

Often

Always

Team members raise problems, mistakes, or risks early rather than hiding them or waiting until they become more serious.(Required)

Never

Rarely

Sometimes

Often

Always

Team members collaborate effectively across roles, functions, or areas of responsibility without requiring unnecessary leadership intervention.(Required)

Never

Rarely

Sometimes

Often

Always

Performance sustainability

Our team consistently meets key deadlines without relying on regular overtime, weekend work or last minute crisis effort.(Required)

Never

Rarely

Sometimes

Often

Always

Team members are able to take vacation and other time away from work without guilt, work routinely piling up, or their absence creating disruption.(Required)

Never

Rarely

Sometimes

Often

Always

We are able to maintain strong performance over time without noticeable declines in team energy, morale or engagement.(Required)

Never

Rarely

Sometimes

Often

Always

When workloads become unsustainable, leadership adjusts priorities, timelines, or resources rather than simply expecting people to absorb the additional demand.(Required)

Never

Rarely

Sometimes

Often

Always

Team members receive regular, intentional conversations about their performance, expectations, and growth rather than receiving feedback primarily when problems arise.(Required)

Never

Rarely

Sometimes

Often

Always

Systems effectiveness

Team members move assigned work forward without routinely returning for clarification about expectations, priorities, ownership or next steps.(Required)

Never

Rarely

Sometimes

Often

Always

Work moves across people, roles, or functions, without frequent missed handoffs, duplication, rework or avoidable delays.(Required)

Never

Rarely

Sometimes

Often

Always

Team members make decisions within their scope without routinely seeking unnecessary approval, while also escalating appropriately when needed.(Required)

Never

Rarely

Sometimes

Often

Always

When priorities or expectations change, we clarify what is changing, what takes priority, and what should be adjusted.(Required)

Never

Rarely

Sometimes

Often

Always

When workload changes, we clarify what should be delayed or stopped.(Required)

Never

Rarely

Sometimes

Often

Always

When the same execution or performance problem occurs repeatedly, we examine the underlying process or system rather than treating each occurrence as an isolated individual issue.(Required)

Never

Rarely

Sometimes

Often

Always

People development

Team members are given meaningful opportunities to build new skills, take on greater responsibility, or lead work beyond their usual scope.(Required)

Never

Rarely

Sometimes

Often

Always

When development needs are identified, they are followed by concrete opportunities, resources, mentoring or other support.(Required)

Never

Rarely

Sometimes

Often

Always

Team members have clarity about the skills, experiences, or capabilities needed to grow within their current role or prepare for future opportunities.(Required)

Never

Rarely

Sometimes

Often

Always

The organization is building enough capability and bench strength that key responsibilities and leadership needs are not concentrated among only a few people.(Required)

Never

Rarely

Sometimes

Often

Always

Not enough visibility

Leaders consistently use coaching and development before relying primarily on corrective action when performance challenges arise.(Required)

Never

Rarely

Sometimes

Often

Always

Not enough visibility

Organizational impact and evolution

When client, stakeholder or market needs change, our practices and priorities are adjusted rather than continuing simply because “that’s how we’ve always done it.”(Required)

Never

Rarely

Sometimes

Often

Always

When the organization launches a significant change or new initiative, adequate time, resources, and support are provided for successful implementation.(Required)

Never

Rarely

Sometimes

Often

Always

We regularly use feedback, data, or results to evaluate whether our programs, services or strategies are producing the intended impact.(Required)

Never

Rarely

Sometimes

Often

Always

Major decisions balance short-term performance needs with the organization’s long-term capacity, sustainability, and ability to continue delivering results.(Required)

Never

Rarely

Sometimes

Often

Always