Your leadership style

Ten well-known leadership thinkers in one test

1You start a new, complex project with your team. What is your focus at the start?

Vision and motivating

I explain at length why this project matters for our mission and for the people we serve. I hold a session where team members bring their own ideas, so we use all their thinking power. I immediately make clear agreements about responsibilities and everyone's ownership. I ask how everyone feels about the workload and make room for doubts.

2An important goal was not reached because of a mistake in execution. How do you respond?

Dealing with setbacks

As the leader I take full responsibility towards others. I did not equip the team well enough. I look at whether we could have made better choices within our circle of influence. I organise an open conversation to see where trust or communication fell short. I look per team member at whether the guidance fitted their experience with this task.

3A younger team member comes with an idea that goes against your plans. What do you do?

Decisions and ideas

I ask curious questions to explore the idea and give room to test it. I hold back from adding my own nuance straight away and give a sincere compliment. I test the idea against our core values and our long-term goal. I check whether the team member has the knowledge and motivation to carry this out independently.

4There is tension between two key people in your team. What is your approach?

Conflict and trust

I encourage them to voice the conflict directly and honestly. Friction is needed to grow. I first listen carefully to both sides, without judging straight away. I help them see that they both work for the same goal and the same values. I am vulnerable and honestly say how the tension affects the atmosphere and the results.

5How do you help someone who is stuck in their growth?

Coaching and developing

I adapt my style: more directing when knowledge is lacking, more coaching when motivation is lacking. I ask which habit or behaviour we can drop together for the next step. I challenge them to show leadership, regardless of their position. I give a challenging assignment just above their level, to tap into unused talent.

6Plans are made, but execution falls behind. What do you do?

Execution and discipline

I ask for discipline and check whether everyone follows the agreed standard. I set the example myself: persevering with determination, without putting myself in the spotlight. I focus on small daily habits, in myself and in the team. I check whether the whole team has really committed to the goals.

7You realise you yourself made an error of judgement, in front of the team. What do you do?

Own role and vulnerability

I admit the mistake directly and openly, without excuses. That builds trust. I take full responsibility and explain how I will adjust the way we work. I ask the team for honest feedback on my leadership, to learn from it. I reflect on my own values and use it as a learning moment.

8Which culture do you mainly try to build?

Team culture

A circle of safety where people feel valued and are not afraid to fail. A culture in which everyone feels smarter and more capable. A culture in which everyone leads, with passion and daily dedication, even without a title. A results-oriented culture, built on trust and clear agreements.

9How do you give constructive criticism to someone who falls behind?

Giving feedback

I tune my words to the task and the self-confidence of that person. I ask how I can remove obstacles, without taking over the task. I am direct and clear, out of genuine care. I focus on what can be better next time, instead of raking up the past.

10When is your leadership truly successful?

Legacy

When the team performs even better once I am no longer there. When I have formed leaders who in turn inspire others. When there is a strong culture of ownership, discipline and integrity. When people stand in their strength and have been able to grow with courage and humanity.