Leadership Capability Conditions Assessment

This assessment helps you evaluate the organizational conditions that either enable or constrain your organization's ability to develop effective leaders and drive results.

Complete all 15 statements based on what you experience is consistently true in your organization right now, not what you hope is true or what leadership intends. There are no right or wrong answers.

A low score is not a failure. It is information. Your scored report will be delivered to your email address within minutes of completion.

Scale: 1 = Strongly disagree · 2 = Disagree · 3 = Neither agree nor disagree · 4 = Agree · 5 = Strongly agree

Your Information * Indicates a required field

ALIGN

Clarity of direction and shared priorities.

I can clearly see how the work happening at every level of my organization connects to its most important priorities.
When competing demands arise, leaders in my organization have a clear and shared basis for deciding what takes priority over what.
The way resources — time, budget, and attention — are allocated in my organization reflects what leadership says matters most.

DECIDE

Quality decisions made at the right level.

Decisions in my organization are routinely made by the people closest to the relevant information, at the level where they belong.
I could describe, without hesitation, who owns which decisions in my organization — and so could most other leaders.
Once decisions are made in my organization, they are communicated clearly and followed through — not revisited or quietly reversed without good reason.

ENGAGE

Trust, candor, and real dialogue.

In my organization, leaders feel safe raising difficult issues, surfacing bad news, or challenging prevailing thinking without fear of consequence.
Feedback — upward, downward, and peer-to-peer — is given and received as a normal part of how my organization operates.
The conversations that actually shape decisions in my organization happen in the meeting — not in the hallway afterward.

EXECUTE

Commitments kept and follow-through consistent.

When my organization sets a priority, it stays a priority — resources, attention, and leadership follow-through remain consistent with what was committed.
When commitments slip in my organization, they are addressed directly and promptly rather than quietly set aside or rationalized.
Meetings in my organization consistently produce clear owners, timelines, and next steps — not just conversation.

SUSTAIN

Development treated as a system discipline.

My organization consistently builds on what is working, integrating lessons from experience rather than moving from one initiative to the next without follow-through.
When my organization commits to a change or improvement, it creates the conditions (time, support, and accountability) for that change to take hold rather than fade.
My organization treats continuous improvement as an ongoing discipline, not something that happens only in response to a problem or a new initiative.
Please complete all fields and rate all 15 items before submitting.
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Thank You

Your scored report will be delivered to your email address within the next few minutes. Please check your inbox — and your spam folder if you do not see it within 5 minutes.

If you have questions or would like to discuss what your results are telling you, you can book a complimentary 30-minute Leadership Capability Conversation:

burnsleadership.as.me/30-minMeeting