Your EveryoneLeads Report
English EspañolThank you for taking the EveryoneLeads Assessment. This report is personalized and unique to you. Use it to identify development opportunities for yourself and those you influence. The higher your INDIVIDUAL score, the more you possess the mindset and skills to exercise leadership, make progress on important challenges, and contribute to a culture where everyone leads. The higher your ORGANIZATION score the more prepared your organization to see and solve its most important challenges.
Your ORGANIZATION score is 0 out of a possible 96.
Your INDIVIDUAL score is 0 out of a possible 96.
Development opportunities based on your ORGANIZATION score.
, while it's important to experiment to build a stronger leadership culture across your organization, there is also room to build your own capacity to lead.
Date: Apr 02, 2026 2:30 am
INDIVIDUAL (Myself): 0 of 96 0%
ORGANIZATION (My Organization): 0 of 96 0%
COMBINED (Myself, My Organization): 0 of 192 0%
Your INDIVIDUAL score is 0 out of a possible 96.
Development opportunities based on your ORGANIZATION score.
, while it's important to experiment to build a stronger leadership culture across your organization, there is also room to build your own capacity to lead.
Date: Apr 02, 2026 2:30 am
INDIVIDUAL (Myself): 0 of 96 0%
ORGANIZATION (My Organization): 0 of 96 0%
COMBINED (Myself, My Organization): 0 of 192 0%
Part 1: Identify the Gap |
| Talks frankly about big concerns and bold aspirations. |
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| Listens actively to others’ concerns and aspirations. |
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| Identifies issues that require more people to practice leadership. |
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| Distinguishes between technical problems and adaptive challenges. |
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| Distinguishes between an act of leadership and exercise of authority. |
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Part 2: Barriers to Progress |
| Acknowledges loss (real or perceived) that comes with change. |
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| Names competing values |
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| Demonstrates that everyone has a role to play in creating change, not just people in authority positions. |
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| Intervenes to change things for the better, even though there are risks involved. |
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Part 3: Start with You |
| Takes action beyond expectations of your role or position |
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| Seeks ways to get people to focus on a shared leadership challenge |
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| Attempts first to influence people closest to you |
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| Addresses your own contributions to the problem |
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| Avoids trying to do the work of leadership on a tough challenge alone |
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Part 4: Use the Heat |
| Seeks ways for people who see a problem differently to contribute to progress |
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| Notices when a group is avoiding important work |
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| Tries new ways to get others engaged with an issue |
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| Cultivates relationships with people who think differently |
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| Intervenes to help others tolerate discomfort for the sake of learning |
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Part 5: Everyone Can Lead |
| Dedicates resources to building leadership skills in others |
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| Asks open-ended questions to increase understanding of an issue or situation |
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| Generates multiple interpretations of a situation before moving to action |
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| Treats leadership as an experimental art where we keep trying things to learn what works |
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| Celebrates others’ efforts to practice leadership |
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