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This assessment has been designed for the YBR leadership offsite and workshop on 24 June. It is not a performance review and it is not about evaluating the organisation. It is a personal reflection on how you lead, how you influence, and where you see your own opportunities to grow.
There are no right or wrong answers. Your responses are reviewed in aggregate by your facilitator before the session to identify shared themes and shape the most valuable conversations on the day. Complete this individually and honestly. The session will be better for it.
Allow approximately 10 to 15 minutes. Rate each question from 1 to 10, where 1 reflects a significant gap or low confidence and 10 reflects genuine strength and consistency.
Your Details
Question 01
How clearly do you communicate your decisions, your reasoning, and your expectations to the people around you, so they know where things stand without having to ask?
Why it mattersUnclear communication creates uncertainty, slows decisions, and forces people to fill gaps with assumptions. When your reasoning is visible, people can act with confidence, align their own decisions to yours, and trust that they understand what is expected. This is one of the most practical and immediate things any leader can strengthen.
Rate from 1 (rarely clear or consistent) to 10 (always clear and well communicated)
Question 02
When responsibility or work moves between you and a colleague, another team, or an external partner, how much personal ownership do you take for making that transition clean and clear for everyone involved?
Why it mattersPeople do not experience organisational structure. They experience gaps. Whether it is a colleague waiting on information, a team relying on a handover, or a partner expecting a seamless experience, unclear or incomplete transitions create confusion and erode trust. The leaders who take personal ownership of making those moments clean, regardless of whose responsibility it technically was, are the ones others genuinely rely on.
Rate from 1 (I leave transitions to others to manage) to 10 (I take full personal ownership of making them clean)
Question 03
How deliberately do you create the conditions for the people you work alongside, whether above, below, or across the business, to act with confidence rather than wait for direction?
Why it mattersLeadership is not a title or a reporting line. It is a set of behaviours that either help or hinder the people around you. When you create clarity, remove ambiguity, and actively support others to make good decisions, the whole business moves faster. When you hold information, avoid difficult conversations, or stay in your lane, others default to waiting. This question is about the environment you create, regardless of your role.
Rate from 1 (people around me tend to wait for direction) to 10 (I actively enable confidence and action in others)
Question 04
How deliberately do you reinforce the behaviours in others that drive broker engagement and sales performance, and how consistently does your own behaviour model what you expect?
Why it mattersWhat gets reinforced gets repeated. What gets modelled gets copied. The behaviours that build broker trust and drive sales performance do not happen by accident. They are cultivated deliberately by leaders who name them, recognise them, and demonstrate them in how they show up every day. If you are expecting something from others that you are not consistently doing yourself, that gap is visible, even when you think it is not.
Rate from 1 (inconsistent or unintentional) to 10 (deliberate, consistent and modelled)
Question 05
How much do you actively create an environment where the people around you feel safe to raise problems, admit when they are unsure, or push back on a decision, including yours?
Why it mattersThe quality of the information you receive depends entirely on how safe people feel to give it to you honestly. When people edit themselves before speaking, you lose visibility on what is actually happening. The best leaders are not the ones who are never challenged. They are the ones who have built enough trust that people will tell them the truth, including the uncomfortable version of it.
Rate from 1 (people tend to tell me what I want to hear) to 10 (people consistently speak up honestly with me)
Question 06
When you hit a performance problem or an unexpected setback, how reliably do you stay curious and exploratory long enough to understand what is actually causing it, rather than reacting to what is immediately in front of you?
Why it mattersThe first explanation for a problem is rarely the real one. Leaders who react quickly to what they can see tend to solve the same problems repeatedly, because the root cause was never addressed. Staying curious under pressure, asking one more question before acting, exploring rather than assuming, is one of the most underrated leadership disciplines in high-performance environments.
Rate from 1 (I tend to react quickly to what I can see) to 10 (I consistently explore before I act)
Question 07
How consistently do you show up with a clear and aligned message to brokers, partners, and colleagues, regardless of what others around you are doing?
Why it mattersBrokers and partners build their confidence in YBR through the consistency of what they hear and experience across every interaction. When individual leaders carry and communicate a clear, shared sense of direction, it compounds. When they do not, the gaps become visible quickly. This question is not about the organisation. It is about what you personally carry into every room you walk into.
Rate from 1 (my message varies depending on context or audience) to 10 (consistently clear and aligned regardless of circumstance)
Question 08
Looking across your responses, what is the one specific thing you are committing to doing differently as a leader from this point forward?
Why it mattersThis is the most important question in the assessment. Not because of what you write, but because of what it commits you to. Most leaders know what they need to change. This question asks you to name it clearly and own it going forward. Your answer here shapes the most valuable conversation you will have on the day and the first thing you will be accountable to after it.
Ready to Submit?
Clicking below will open a print window so you can save a PDF copy for the session, then open a pre-addressed email to your facilitator. Please send the email once it opens.
