Hi Sample, Thank you for completing the Manager-to-Executive Shift (Your View). Here is your report. A mixed picture Strongest area: Setting direction. Lowest area: Letting go of the doing. This is a self-view. Answer for how you lead now, not how you plan to lead. Then ask a trusted colleague to answer the same items about you and compare. Strong, 5.8 of 6 | Mixed, 3.8 of 6 | | Influence beyond authority | 76% |
Strong, 4.8 of 6 | | Letting go of the doing | 16% |
Needs attention, 1.8 of 6 | Needs attention, 2.8 of 6 | Setting direction: Strong You hold the long view and protect time for it. That is the core executive contribution, and it is hard to delegate. |
| Enterprise view: Mixed Your view is wider than one function, though it narrows under pressure. Notice which topics pull you back. |
| Influence beyond authority: Strong You lead people you do not control. That is the skill that most separates executives from senior managers. |
| Letting go of the doing: Needs attention You are probably still doing, or checking, work your team should own. That caps what your organization can do at the size of your own calendar. |
| Judgment and presence: Needs attention Hesitation or avoidance may be slowing decisions at the top. Delays at that level spread through the organization quickly. |
| Where to focus first: Letting go of the doing Pick one task you still do because you do it best. Hand it off with a clear standard, and do not review it until the first deadline passes. |
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Questions about your results? Reply to this email. |
These are original questions, not a licensed or statistically validated instrument. Treat the results as a prompt for reflection and conversation. Thriving Culture LLC stores your name, email, answers and scores. To see or delete them, write to pablo@thrivingculturellc.com. |