Unleashing Individuality Assessment

1.If one of my highest performing team members wants to leave and go to another department or function within the organization, I would see that as an opportunity for all of us.

2.When seeking innovation, insiders (those closest to how things are and have been done) most often provide the best guidance

3.When recruiting for a job or assignment, finding someone with the most relevant experience and education gives me the most confidence in my decision when assessing someone’s ability.

4.It’s my responsibility to make people aware of tools and resources (provided by the organization) that can enhance their wellbeing.

5.As a leader, I am comfortable acting on my own when identifying who should be part of a project.

6.When considering what an individual might be able to contribute to an endeavor, I don’t use their title or official role as a deciding factor.

7.I don’t like to rely on research about demographic group(s) or generations as a way to learn more about an individual.

8.When leading people, I’d rather not know too much about what’s going on in their lives outside of work.

9.I encourage those I lead to concentrate their professional development on building skills that are directly related to their assigned work, rather than skills that are not relevant in their current role and won’t show immediate results.

10.I have found personality tests to be a reliable tool in determining an individual’s likelihood to advance in my company.

11.Just because someone has the most advanced credential on a topic, doesn’t mean their input should get the highest priority.

12.I advise people on my team to limit the details they share about their personal lives, to help protect their careers and advancement opportunities within the organization.

13.When making decisions about strategy or tactics, I tend to give more weight to my own opinion rather than the opinions of others, especially when the success of a project or the satisfaction of a customer is at stake.

14.In the spirit of responsible stewardship of the organization’s resources, when brainstorming new ideas or starting something new, I use technology and practices we’ve already invested in and that people are already comfortable with.

15.When the path to becoming an expert in a certain field is narrow, we should keep those narrow standards in place in order to preserve established definitions of expertise.

16.It’s my duty to look for and remove obstacles that are keeping people from the help or resources they need.

17.Whenever possible, people should be able to decide for themselves how and where they do their best work.

18.When trying to solve a problem, the input from someone who doesn’t know how we’ve done things in the past can be just as valuable as the input from someone who does know.

19.It frustrates me when employees fail to follow best practices or standard operating procedures.

20.We should not prioritize efficiency as our main goal when it comes to developing health and wellbeing solutions that would be relevant for many different individuals.