• The Leadership Nexus is a way of discovering how you function as a leader. It is divided into two basic components: Thought Time and Action Time. In the following assessment, you will be asked a series of questions about these two fundamental areas of leadership. In order to receive the most accurate results, please respond honestly about each item as it occurs in one of your typical work days. First, just a few demographic items in order for us to get started. Thank you for participating.
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  • Thought Time

    Thought time is a measure of where you spend your mental and emotional time. Use the following questions to identify how much thought time and energy you spend in a typical day thinking about various elements of your professional life. There are no right or wrong answers, so please do not spend too much time thinking about an individual response. Your first impression will likely be the most accurate.
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    1. Wondering about the relevance of certain policies and procedures.
    2. Thinking about new techniques and approaches to work.
    3. Envisioning what my leadership role in our business and industry will look like over the next five years.
    4. Applying existing rules to resolve a current situation.
    5. Planning how to influence people outside my company to adopt my transformational vision of my organization and theirs.
    6. Thinking about: "How can we make this process more efficient?"
    7. Wondering how new technologies will be integrated into my organization over the next several years.
    8. Focusing on how to keep operations running smoothly and problems to a minimum.
    9. Planning staff actions to implement strategies.
    10. Envisioning how to inspire others to completely change our entire industry.
    11. Evaluating which strategic initiatives align with my vision of the organization's future.
    12. Thinking about the alignment of unit goals and operations.
    13. Balancing needs/requests from upper management and team members.
    14. Looking to past experience to solve anticipated problems.
    15. Linking unrelated ideas and concepts from multiple industries.
    16. Reflecting on how seemingly unrelated ideas and information might impact my organization.
    17. Examining the relevance and effectiveness of an existing process.
    18. Developing new processes to implement.
    19. Thinking about: "How can we prevent this kind of problem from happening again?"
    20. Becoming immersed in concepts that have the power to revolutionize my industry.
    21. Maintaining in times of crisis a focus on corporate strategy.
    22. Deciding how to remain productive and on task.
    23. Evaluating how new initiatives will impact staff and customers.
    24. Considering without regard for potential disruption how to create radical organizational change.
    25. Planning communication and presentations about next steps for the team.

  • Action Time

    Action Time is a description of what you spend your time doing throughout the workday. Use the following questions to determine your estimated expenditure of time. There are no right or wrong answers, so please do not spend too much time thinking about an individual response. Your first impression will likely be the most accurate.
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    1. Talking with leaders from other areas about the impact of strategy on staff and customers.
    2. Taking care of the daily routine.
    3. Challenging staff to redefine or eliminate existing processes.
    4. Meeting with thought leaders across diverse industries to develop a broader industry understanding of how to change their industry and mine.
    5. Talking with staff members to maintain or increase their motivation to work efficiently and effectively.
    6. Applying standard operating procedures to everyday work tasks.
    7. Creating new ways to prevent problems.
    8. Making presentations to leaders from other industries that inspire them to partner with me to bring radical change to our industries.
    9. Developing creative solutions that eliminate recurring problems company-wide.
    10. Reminding staff about policies and procedures that need to be followed.
    11. Checking with frontline staff to make sure they have the tools to do their work properly.
    12. Working on tasks that I believe should be handled by other team members.
    13. Strategically growing and utilizing my contacts across diverse industries in order to benefit the company.
    14. Promoting new strategies in meetings with organizational leadership.
    15. Examining existing policies and procedures and their impact on the quality of staff's work.
    16. Managing budget by tracking my unit's costs and adjusting expenditures as necessary.
    17. Handling a crisis.
    18. Preparing reports and presentations explaining the potential impact of a new strategy.
    19. Building relationships within the unit and with other units to coordinate front line work.
    20. Acting to implement my radical vision of change even when I receive significant resistance.
    21. Answering questions from my boss.
    22. Creating long-term projects that I believe will impact the future direction of my company.
    23. Meeting with peers to create projects and strategic initiatives.
    24. Initiating and driving constant, unrelenting disruptive change across my industry.
    25. Managing personnel issues to keep the team running smoothly.
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