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Measure the Gap Between Where You Are and Where Performance Requires You to Be

Everyone operates somewhere along a continuum from inward to outward. Where people sit on that continuum determines whether they see colleagues as obstacles or people with objectives to support, whether they hoard resources or share them, whether they blame departments or ask what they're missing. When leadership teams operate with an inward mindset, they create the silos, finger-pointing, and initiative fatigue that strategy can't overcome.

Similarly, the collective mindset of an organization shapes whether culture enables or undermines execution. You can have the right strategy, the right people, and the right processes, but if mindset is inward, those advantages disappear into departmental warfare and years-long grudges over trivial issues.

What It Measures

This 20-question assessment gauges an individual's perception of their own mindset as well as that of their organization. It reveals location along the inward-outward continuum and provides insight into specific areas of strength and opportunity. When organizations field this survey widely, they receive detailed insights into employees' experience and perception of their work—the gap between what leadership thinks is happening and what's actually preventing results.

What You Get

Upon completion, we present analysis of the findings along with specific recommendations for steps to improve individual and organizational mindset and performance. Not generic advice—targeted actions based on where your specific gaps create the collaboration breakdowns, resource hoarding, or blame culture that's costing you speed and results.

Identify Where Specific Relationships Turn Inward, And Which Situations Make You Most Susceptible

You might have an outward mindset with your direct reports but turn inward with your boss. You might collaborate effectively with colleagues but see your spouse as an obstacle. Everyone operates with one of two mindsets—outward or inward—but that mindset changes depending on context, relationship, and pressure.

The Mindset Assessment above reveals average tendencies. But averages hide the specific situations where you're most likely to see people as objects, justify your own behavior, and miss what you're contributing to the problem. One senior manager can save careers in his department while destroying cross-functional collaboration. One leader might be exceptional with customers but create turnover with direct reports.

What It Measures

The Mindset Styles Assessment helps individuals identify which mindset they tend to have in specific situations and relationships: with a boss, with coworkers, with a spouse or partner, with children, and more. It evaluates individuals' predominant inward styles—better than, I deserve, worse than, or need to be seen as—in those situations. Assessment-takers select the relationships they'd like to evaluate.

The Insight

You might discover you're better than with peers but worse than with executives. You might realize you need to be seen as exceptional with your boss but treat direct reports as obstacles when they need resources. These patterns aren't accidents, they're predictable responses to specific triggers. Once you see the pattern, you can change it. Until you see it, you'll keep justifying the behavior that's creating the dysfunction.

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