Discover Your Leadership Stress Signature and Get Your Free Action Guide.

Your result will help you identify your primary stress response pattern and your hidden burnout/ success drivers. The comprehensive Leadership Stress Signature - Action Guide" shows you how to quickly transform your nervous system response from burnout risk to your biggest strategic leadership advantage.

Instructions:

Instructions: For each scenario, select the response that most closely matches how you typically react under high pressure at work. Answer based on your actual behavior, not how you think you should respond.

Choose the option that feels most true to you, even if you sometimes respond differently.

When a major project suddenly goes off track, my first instinct is to: *

Step back to analyse what went wrong and develop a new strategy

Take immediate action and push harder to get things back on track

Check in with team members to understand how they're feeling and what they need

Review every detail to identify exactly what went wrong and prevent future errors

During a tense board meeting where I'm being challenged, I typically: *

Feel anxious about being wrong and mentally replay the conversation afterward

Look for common ground and try to find a compromise that satisfies everyone

Defend my position forcefully and stand my ground

Present data and logical arguments to support my perspective

When I have too much on my plate and feel overwhelmed, I tend to: *

Work harder and longer hours to power through everything

Create elaborate systems and plans for how to manage it all

Get stuck perfecting one thing while the rest piles up

Say yes to more things because I don't want to disappoint anyone

When receiving critical feedback from my boss or board, I: *

Take it very personally and worry they don't like me anymore

Feel ashamed and replay my mistake repeatedly in my mind

Feel defensive and want to explain why they're wrong or don't understand

Intellectually process it but struggle to connect with the emotional impact

When a team member is underperforming, my typical approach is to: *

Give them more support and chances because I don't want to hurt them

Restructure their work or find workarounds rather than having the conversation

Confront them directly about their performance and set clear expectations

Take over their work myself to ensure it meets my standards

In high-stakes negotiations, I notice that I: *

Focus on finding creative solutions and multiple options

Push hard for what I want and won't back down easily

Accommodate more than I should to maintain the relationship

Over-prepare every detail and feel anxious about making a mistake

When facing an important deadline, I'm most likely to: *

Feel paralysed by the pressure and struggle to make final decisions

Take on extra work myself so others don't feel stressed

Intensify my focus and push everyone to move faster

Work late into the night alone to get it done my way

After a difficult day at work, I typically: *

Ruminate about mistakes I made or things I could have done better

Feel wired and have trouble shutting off my intensity

Stay in my head analysing what happened and what to do next

Feel completely drained from managing everyone's emotions all day

When my team disagrees on a direction forward, I tend to: *

Gather more data and analysis before committing to a choice

Make a quick decision and tell everyone to move forward

Try to find a compromise that keeps everyone happy

Feel anxious about making the wrong choice and delay deciding

When someone challenges my decision in a meeting, I: *

Feel my adrenaline spike and fight to defend my positio

Feel exposed and worry that I missed something important

Feel hurt and wonder if they still respect me

Retreat into my head to formulate a logical counter-argument

My relationship with risk-taking is best described as: *

I take bold risks and believe you have to move fast to win

I'm very risk-averse because mistakes feel intolerable

I avoid risks that might upset people or damage relationships

I take calculated risks after thorough analysis of scenarios

When I'm stressed, people around me would most likely say I become: *

More distant, analytical, and hard to read

More intense, demanding, and impatient

More accommodating, anxious, and stretched too thin

More controlling, rigid, and critical of details

When I need to deliver bad news to stakeholders, I:

Rehearse it repeatedly and agonise over getting every word exactly right

Prepare extensive data and context to explain the situation rationally

Worry excessively about how they'll react and soften the message

Deliver it directly and quickly, then focus on the action plan

When conflict arises between team members, I: *

Feel anxious about the discord and wish everything could just be harmonious

Step in decisively to resolve it and get everyone back to work

Avoid getting involved directly and hope they work it out themselves

Try to mediate and make sure both people feel heard and valued

My biggest fear about my leadership is: *

People being unhappy with me or damaging important relationships

Being forced into emotional situations I can't think my way through

Losing momentum, appearing weak, or being seen as ineffective

Making a major mistake or being exposed as inadequate

Under extreme pressure, I'm most likely to: *

Freeze up, overthink everything, and struggle to make any decision

Become more aggressive, forceful, and action-oriented

Withdraw mentally and escape into strategic thinking

Absorb everyone else's stress and lose track of my own needs

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