1"use strict";(self.webpackChunk_N_E=self.webpackChunk_N_E||[]).push([[5626],{95774:function(e,t,i){i.d(t,{Cj:function(){return o}});let o=[{id:"q1",type:"scenario",tag:"strategy",text:"Your sector has been reshaped by a well-funded new entrant operating at a 40% lower cost base. Your margins have eroded two quarters running and the board wants a position on the table within six weeks. You would most naturally lead with:",options:[{text:"Rebuilding the three-year thesis around where the firm wins and where it concedes",index:0},{text:"Convening your top ten people face-to-face before any decision reaches the board",index:1},{text:"Running a rapid unit-economics teardown against the entrant and committing on the data",index:2},{text:"Protecting cash, core customers and team stability until the picture clarifies",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,25,0],ar:[0,0,0,25],og:[0,0,0,0],ic:[0,0,0,0]}},{id:"q2",type:"scenario",tag:"influence",text:"Youâre launching a strategic initiative that cuts across three divisions, each with its own P&L and its own general manager. Your first move is to:",options:[{text:"Meet each GM privately before a single piece of paper circulates",index:0},{text:"Commission a tight analyst-grade business case that makes the decision obvious",index:1},{text:"Write a two-page mandate from the CEO and cascade through the operating rhythm",index:2},{text:"Stand up a small cross-functional team outside the existing structure to prototype it",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[25,0,0,0],di:[0,25,0,0],ar:[0,0,0,0],og:[0,0,25,0],ic:[0,0,0,25]}},{id:"q3",type:"scenario",tag:"decision",text:"A major operational incident goes public at 11am on a Thursday, legal, comms, ops and customers are all pulling at you. Twelve hours in, your real strength is:",options:[{text:"Running scenarios so you stay three moves ahead of how this unfolds",index:0},{text:"Keeping the leadership team calm enough to think straight through the night",index:1},{text:"Choosing the least-bad path with imperfect information and owning it",index:2},{text:"Finding the move that turns the crisis into a step-change forward",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,0,0],di:[25,0,25,0],ar:[0,25,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q4",type:"scenario",tag:"resilience",text:"A year-long bet, a new product line you championed personally, has just been shelved after missing its second set of milestones. Looking at yourself first, you notice you are:",options:[{text:"Already re-examining whether the original strategic thesis was right, not just the execution",index:0},{text:"Checking in on the team emotionally before anything else, they feel this more than the board does",index:1},{text:"Running a structured post-mortem before anyone can rewrite history",index:2},{text:"Looking for what the failed bet revealed about where the real opportunity actually lives",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,0],di:[0,0,25,0],ar:[0,25,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q5",type:"ranking",tag:"priority",text:"Rank what you actually pay the most attention to, week in, week out:",options:[{text:"Where the company is going three years out, even when quarterly noise is loud",index:0},{text:"Whether the top team trusts each other enough to disagree in the room",index:1},{text:"Whether the numbers you said you would deliver are being delivered",index:2},{text:"What is changing outside the firm that no one inside is watching yet",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,15,0,0],di:[0,0,8,0],ar:[0,0,0,3],og:[0,0,0,0],ic:[0,0,0,0]}},{id:"q6",type:"ranking",tag:"strength",text:"Rank where you have historically created the most value, across your career:",options:[{text:"The relationships you built that later opened doors no one else could get through",index:0},{text:"The moment you made a hard call under pressure that others had been avoiding",index:1},{text:"The system or team you designed that kept producing results long after you left",index:2},{text:"The change you drove that reshaped how the organisation thought about itself",index:3}],dimensionWeights:{sv:[0,0,15,0],ia:[25,0,0,0],di:[0,15,0,0],ar:[0,0,0,0],og:[0,0,8,3],ic:[0,0,0,0]}},{id:"q7",type:"scenario",tag:"culture",text:"You are taking over a team that is smart, experienced and stuck, last quarter they delivered nothing the CEO could point to in the town hall. Your first sixty days, you spend most of your energy on:",options:[{text:"Making it painfully clear what good looks like and who is responsible for what",index:0}
1,{text:"Repairing the unsaid grievances so people can speak honestly in the room again",index:1},{text:"Giving the team a reason worth getting out of bed for",index:2},{text:"Running one visible experiment that proves a different kind of outcome is possible",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,0,0],di:[0,0,0,0],ar:[0,25,0,0],og:[25,0,0,0],ic:[0,0,25,25]}},{id:"q8",type:"scenario",tag:"change",text:"A twelve-month transformation you are accountable for has just hit its halfway gate. Momentum is clearly thinning. You re-energise it by:",options:[{text:"Re-anchoring the whole programme to the original strategic case and pruning what has drifted",index:0},{text:"Bringing the three most sceptical leaders into the room and working them until they are sponsors",index:1},{text:"Changing the operating rhythm so the dashboard, not the deck, becomes the conversation",index:2},{text:"Killing the lowest-value workstream publicly and re-investing the capacity into one bold new one",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,25,0],ar:[0,0,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q9",type:"scenario",tag:"innovation",text:"A senior in your team walks into your office with an idea that, if they are right, would shift the whole business model. You donât yet know if they are right. You:",options:[{text:"Ask them where it fits the three-year thesis, before anything else",index:0},{text:"Help them stand up a contained pilot so the idea can be killed or confirmed with evidence",index:1},{text:"Stress-test the assumptions hard in private, if it survives me, it will survive the board",index:2},{text:"Start selling the idea across your peer group so when it is ready, the runway is already built",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,25],di:[0,0,25,0],ar:[0,0,0,0],og:[0,0,0,0],ic:[0,25,0,0]}},{id:"q10",type:"scenario",tag:"conflict",text:"Two of your direct reports, both strong, are in open disagreement over a resource call that is holding up a critical launch. You:",options:[{text:"Get them in a room together and donât let anyone leave until they have found the third option neither brought in",index:0},{text:"Hear them both out once, make the call yourself, and expect them to execute",index:1},{text:"Dig past the surface argument, this is probably about a design flaw neither is yet willing to name",index:2},{text:"Use it as a forcing function to sharpen the priorities so conflicts like this stop recurring",index:3}],dimensionWeights:{sv:[0,0,0,25],ia:[25,0,0,0],di:[0,25,0,0],ar:[0,0,0,0],og:[0,0,0,0],ic:[0,0,25,0]}},{id:"q11",type:"scenario",tag:"feedback",text:"A senior in your team has been coasting for two quarters, the work is technically fine, the delivery is flat, and the rest of the team has noticed. Your first real conversation with them is about:",options:[{text:"The specific outputs you need from this role and the timeline on which they need to arrive",index:0},{text:"The gap between what you saw in them when you hired them and what you are seeing now",index:1},{text:"What is actually going on with them, because something is, and they know it",index:2},{text:"Whether this is still the right role for them, because it might not be, and that is okay to name",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,0,25],di:[0,25,0,0],ar:[0,0,25,0],og:[25,0,0,0],ic:[0,0,0,0]}},{id:"q12",type:"ranking",tag:"values",text:"When you look at your senior team and ask yourself what you value most, rank it honestly:",options:[{text:"That they deliver, consistently, visibly, against what they have committed to",index:0},{text:"That they bring ideas the rest of us would never have seen",index:1},{text:"That they stay, and that they have each otherâs backs when the work is hard",index:2},{text:"That they are genuinely aligned to where the business is going, not just to me",index:3}],dimensionWeights:{sv:[0,0,0,25],ia:[0,0,0,0],di:[0,0,0,0],ar:[0,0,15,0],og:[25,0,8,0],ic:[0,25,0,0]}},{id:"q13",type:"scenario",tag:"growth",text:"You are two years away from stepping out of the top job and you are quietly identifying the person who will replace you. The single thing you are most deliberate about transferring to them is:",options:[{text:"How you think about the long arc of the company, not the mechanics of running it",index:0},{text:"The relationships that take a decade to build and three days to lose",index:1},{text:"How to make good calls when the evidence is genuinely incomplete",index:2},{text:"The courage to reshape the business, not just steward what you built",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,25,0],ar:[0,0,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q14",type:"scenario",tag:"external",text:"You are invited on stage at a major industry conference with thirty minutes and a room of peers and press. You naturally build the talk around:",options:[{text:"Where the industry is heading in the next decade and where your firm is positioning to be",index:0},{text:"What you have actually delivered, the numbers and outcomes that are not easy to argue with",index:1},{text:"The people inside your organisation whose stories rarely get told, and should",index:2},{text:"The unfashionable idea nobody in the room wants to hear yet but most will agree with in five years",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,0],di:[0,0,0,0],ar:[0,0,25,0],og:[0,25,0,0],ic:[0,0,0,25]}},{id:"q15",type:"ranking",tag:"challenge",text:"Rank what you actually reach for, first, when something hard lands on your desk:",options:[{text:"The data, the clean, ugly version, not the version someone wants you to see",index:0},{text:"Your own ability to keep showing up and keep pushing through this kind of pressure",index:1},{text:"Three or four people you can ring whose judgment you trust more than your own right now",index:2},{text:"A completely different angle on the problem, one that reframes what the question even is",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,15,0],di:[25,0,0,0],ar:[0,15,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q16",type:"scenario",tag:"resources",text:"Budget has been cut fifteen per cent and
1you get to decide where the pain lands. You move money toward:",options:[{text:"The two or three initiatives the long-term plan absolutely cannot afford to lose",index:0},{text:"Wherever the marginal pound buys the most demonstrable outcome in the next six months",index:1},{text:"Holding your team together, you have seen what churn costs when you cut people first",index:2},{text:"A new experiment that would not have been funded in normal times, constraint is the best forcing function you have",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,0],di:[0,25,0,0],ar:[0,0,25,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q17",type:"scenario",tag:"learning",text:"What you actually spend your learning time on, when you are honest about it:",options:[{text:"Reading seriously about where the next decade of your industry is heading, including the dissenting voices",index:0},{text:"Talking, regularly, privately, with a handful of people whose careers you genuinely envy",index:1},{text:"Running small personal experiments you have not run before, so you have real data not borrowed data",index:2},{text:"Revisiting the decisions you got wrong and asking what you would need to believe to not make that call again",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,0,0],ar:[0,0,0,25],og:[0,0,0,0],ic:[0,0,25,0]}},{id:"q18",type:"ranking",tag:"legacy",text:"Ten years after you step out of the top seat, what would you most want to be true? Rank honestly:",options:[{text:"That the institution you built is still standing, still compounding, and still recognisably yours",index:0},{text:"That your industry is measurably different because you came through it",index:1},{text:"That five or ten people who worked for you are now running things bigger than you ever ran",index:2},{text:"That the way you led shifted something, not just the numbers, but the tenor of what leaders now think is possible",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,15,0],di:[0,0,0,0],ar:[0,0,8,3],og:[0,0,0,0],ic:[0,25,0,0]}},{id:"q19",type:"scenario",tag:"pressure",text:"It is nine oâclock on a Sunday, things are going sideways for the second consecutive week, and the pressure is real. What you actually do, when no one is watching:",options:[{text:"Close the laptop, take an hour, and force yourself back to the shape of the bigger problem",index:0},{text:"Pick the one thing that moves the needle most by Tuesday morning and do nothing else until it is done",index:1},{text:"Ring the people whose morale you are most worried about, for them, not for the work",index:2},{text:"Pull the thread on a completely different way of framing the whole situation",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,25,0],di:[0,0,0,0],ar:[0,0,0,0],og:[0,25,0,0],ic:[0,0,0,25]}},{id:"q20",type:"scenario",tag:"team",text:"One of your strongest people is visibly not themselves. The work is slipping, the energy is off, but they have not said a word. You:",options:[{text:"Get them out of the office, walk, listen hard, the strategy conversation can wait",index:0},{text:"Figure out what is in their way and remove it before you ask anything else of them",index:1},{text:"Sit them down, name what you are seeing, and agree together what good looks like in thirty days",index:2},{text:"Offer them a completely different brief, sometimes the best fix is a new problem",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[25,0,0,0],di:[0,0,25,0],ar:[0,25,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q21",type:"ranking",tag:"decision-making",text:"When a real decision is on the table, the kind you will live with, rank what actually carries most weight for you:",options:[{text:"Who is going to be affected by this, and whether I have genuinely heard them",index:0},{text:"What the numbers say when the emotion is stripped out",index:1},{text:"What this commits us to, and what it closes off, in three and five years",index:2},{text:"What we will learn from this, even if it turns out to be wrong",index:3}],dimensionWeights:{sv:[0,0,15,0],ia:[25,0,0,0],di:[0,25,0,0],ar:[0,0,0,0],og:[0,0,8,0],ic:[0,0,0,25]}},{id:"q22",type:"scenario",tag:"accountability",text:"A serious error has just been made on your watch. The team already knows. Your first forty-eight hours are about:",options:[{text:"Getting to the real root cause, not the convenient one, not the political one",index:0},{text:"Owning it externally, visibly, so no one beneath you has to carry what is not theirs to carry",index:1},{text:"Making sure the next time this is about to happen, someone feels safe enough to tell me in time to stop it",index:2}
1,{text:"Redesigning the system so this specific failure mode is no longer possible",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,0,0],di:[25,0,0,0],ar:[0,25,0,0],og:[0,0,25,0],ic:[0,0,0,25]}},{id:"q23",type:"scenario",tag:"expansion",text:"The board has approved expansion into a new geography, you have been handed the pen. Your instinct for sequencing is:",options:[{text:"Get the home operation genuinely fit for the trip before putting a foot on new ground",index:0},{text:"Land fast, learn in market, and take the brand hit if we get the first attempt wrong",index:1},{text:"Spend the first quarter on the ground just meeting people, no targets, no deck, no hurry",index:2},{text:"Run the first market as a self-contained experiment with the freedom to look nothing like the mothership",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,25,0],di:[0,25,0,0],ar:[0,0,0,0],og:[25,0,0,0],ic:[0,0,0,25]}},{id:"q24",type:"ranking",tag:"impact",text:"Rank where you think your real impact actually comes from, stripped of self-flattery:",options:[{text:"The direction I set, the clarity about where we are going that nothing else can substitute for",index:0},{text:"The trust inside the top team, the reason people stay, speak, and deliver at their edge",index:1},{text:"The decisions I make with imperfect information that turn out, more often than not, to be right",index:2},{text:"My ability to keep the organisation walking through weather other organisations would not walk through",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,15,0,0],di:[0,0,8,0],ar:[0,0,0,3],og:[0,0,0,0],ic:[0,0,0,0]}},{id:"q25",type:"scenario",tag:"stakeholder",text:"A board member whose judgment you respect is actively against your strategy. They are not wrong about the risks. You:",options:[{text:"Take their objections back into the numbers and see whether the thesis genuinely holds up",index:0},{text:"Find time with them off-site, just the two of you, this will not be solved across a boardroom table",index:1},{text:"Hold the line, the evidence is strong enough, and some dissent is healthy in a room this senior",index:2},{text:"Treat the disagreement as a signal, they may be seeing an opportunity your strategy is quietly closing off",index:3}],dimensionWeights:{sv:[0,0,25,0],ia:[0,25,0,0],di:[25,0,0,0],ar:[0,0,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q26",type:"scenario",tag:"talent",text:"A critical leadership role is open and you have four credible finalists. The one you ultimately choose is the one who:",options:[{text:"Thinks in five-year arcs, and can still tell you what to do on Monday",index:0},{text:"Has a track record that three separate references would describe the same way",index:1},{text:"Asks the questions in interview that make the rest of the panel quietly uncomfortable",index:2},{text:"Could walk into your three most senior stakeholders and own the room by the end of the week",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,25],di:[0,0,0,0],ar:[0,0,0,0],og:[0,25,0,0],ic:[0,0,25,0]}},{id:"q27",type:"ranking",tag:"communication",text:"How you actually roll out a material decision inside your organisation, ranked by how naturally it sits with you:",options:[{text:"A written memo, structured, argued, circulated before anyone is in a room",index:0},{text:"Private conversations with the key five or six before the decision meets daylight",index:1},{text:"An all-hands moment where the vision does the heavy lifting and the detail follows",index:2},{text:"The evidence put on the table in a form people can genuinely interrogate",index:3}],dimensionWeights:{sv:[0,0,15,0],ia:[0,25,0,0],di:[0,0,0,25],ar:[0,0,0,0],og:[25,0,8,0],ic:[0,0,0,0]}},{id:"q28",type:"scenario",tag:"ethics",text:"You have uncovered something in the business that sits in a genuine ethical grey zone, legal, probably, but one FT reporter and you have a problem. You:",options:[{text:"Go back to first principles, there is a line I do not cross, and this tells me whether it is crossed",index:0},{text:"Pull four people into a room whose judgment you trust and whose candour you need",index:1},{text:"Walk forward the consequences, five years out, is this the version of the business I want to have built",index:2}
1,{text:"Ask what the responsibility is to the people who depend on this organisation still being here",index:3}],dimensionWeights:{sv:[0,0,25,0],ia:[0,25,0,0],di:[0,0,0,0],ar:[25,0,0,25],og:[0,0,0,0],ic:[0,0,0,0]}},{id:"q29",type:"scenario",tag:"delegation",text:"A senior brief is sitting on your desk that you could run yourself, or you could hand off. The way you actually delegate it is:",options:[{text:"Framed around the strategic outcome, then give them room, not a roadmap",index:0},{text:"âHere is the work. Anything in the way, I will clear. Disagree with any part of it, come find me.â",index:1},{text:"Crisp deliverable, crisp timeline, crisp weekly check-in, we measure what we agreed to measure",index:2},{text:"Deliberately bigger than the person is technically ready for, they will either rise or show me they cannot yet",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,0],di:[0,0,0,0],ar:[0,25,0,0],og:[0,0,25,0],ic:[0,0,0,25]}},{id:"q30",type:"scenario",tag:"boardroom",text:"The board is split on whether to press the accelerator or defend the core. You walk in with a point of view. Your move in the room is to:",options:[{text:"Anchor the conversation to the long-term hypothesis the board signed up to eighteen months ago",index:0},{text:"Know which three directors decide this before anyone else speaks, and work them privately first",index:1},{text:"Bring the operating dashboard that settles the argument on numbers, not narrative",index:2},{text:"Put a third option on the table that neither side came in with",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,0,0],ar:[0,0,0,0],og:[0,0,25,0],ic:[0,0,0,25]}},{id:"q31",type:"ranking",tag:"risk-appetite",text:"Rank how you actually take risk, with real skin in the game, not how you would describe it on a bio:",options:[{text:"Calculated, I will take the swing when the evidence is asymmetric in my favour",index:0},{text:"Bold, I will make the irreversible bet before the evidence has fully arrived",index:1},{text:"Mitigated, the best system is the one that stops the losses from compounding",index:2}
1,{text:"Distributed, I do not carry a bet alone; the stakeholders share it or I do not make it",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,0,25],di:[25,0,0,0],ar:[0,0,15,0],og:[0,0,8,3],ic:[0,25,0,0]}},{id:"q32",type:"scenario",tag:"crisis-comms",text:"Your organisation is trending for the wrong reasons, and the facts are not fully in yet. Your first instinct, before any statement goes out, is to:",options:[{text:"Write the six-month narrative arc this episode has to sit inside, the statement has to serve the story",index:0},{text:"Phone three or four external allies whose voice will matter in the next forty-eight hours",index:1},{text:"Put the most exposed people in the organisation first, they feel this at their dinner tables tonight",index:2},{text:"Look hard for what this crisis is actually showing us about the business we thought we were running",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,0,0],ar:[0,0,25,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q33",type:"scenario",tag:"mentoring",text:"An executive twenty years younger than you has asked for mentorship, serious, not career advice over coffee. You spend your time with them mostly on:",options:[{text:"Teaching them how to read their own industry five and ten years out, not just five quarters",index:0},{text:"Opening three doors for them that will pay compounding interest for the rest of their career",index:1},{text:"Sharpening their capacity to call the hard call when nobody else in the room wants to",index:2},{text:"Building their capacity to take punches they are not yet expecting to take",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,25,0],ar:[0,0,0,25],og:[0,0,0,0],ic:[0,0,0,0]}},{id:"q34",type:"ranking",tag:"org-design",text:"Given the freedom to design your ideal organisation from a clean sheet, rank the models that pull on you hardest:",options:[{text:"Clear hierarchy, sharp accountability, nobody confused about who owns what",index:0},{text:"Deliberately flat, innovation compounds where permission is shortest",index:1},{text:"Networked, the best people know each other, trust each other, and route around formal lines",index:2},{text:"Adaptive, a structure that rewrites itself as the outside world changes",index:3}],dimensionWeights:{sv:[0,0,0,15],ia:[0,0,25,0],di:[0,0,0,0],ar:[0,0,0,3],og:[25,0,8,0],ic:[0,25,0,0]}},{id:"q35",type:"scenario",tag:"negotiation",text:"You have a high-stakes negotiation tomorrow, a deal worth walking away from, and a room worth respecting. Your strength, going in:",options:[{text:"You know what they actually need, which is rarely what they are asking for",index:0},{text:"You have done the work nobody else has done, you will be the most prepared person in the room",index:1},{text:"You are holding a vision of the outcome that is bigger than the deal on the page",index:2},{text:"You are the calmest person at the table, and you will still be the calmest person at midnight",index:3}],dimensionWeights:{sv:[0,0,25,0],ia:[25,0,0,0],di:[0,25,0,0],ar:[0,0,0,25],og:[0,0,0,0],ic:[0,0,0,0]}},{id:"q36",type:"scenario",tag:"technology",text:"A new technology is quietly reshaping the competitive landscape, half your peers are still sceptical, a few are already betting the farm. Your approach is to:",options:[{text:"Map how this fits, or forces a rewrite of, the three-year strategic plan, first",index:0},{text:"Stand up a real pilot inside a contained team and measure what actually happens, not what is promised",index:1},{text:"Talk privately to five people at other firms who are further in than you are",index:2},{text:"Move before the evidence is clean, speed here is the moat, and waiting is the riskier bet",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,25,0],di:[0,0,0,0],ar:[0,0,0,0],og:[0,25,0,0],ic:[0,0,0,25]}},{id:"q37",type:"ranking",tag:"meeting-style",text:"The meetings you most look forward to running, ranked honestly, are the ones where:",options:[{text:"The agenda is outcomes and numbers and someone leaves owning the gap",index:0},{text:"The room leaves with three ideas it did not walk in with",index:1},{text:"The conversation is about the next five years, not the next five days",index:2},{text:"The people trust each other enough to disagree in front of each other",index:3}],dimensionWeights:{sv:[0,0,15,0],ia:[0,0,0,25],di:[0,0,0,0],ar:[0,0,0,0],og:[25,0,8,3],ic:[0,25,0,0]}},{id:"q38",type:"scenario",tag:"competition",text:"A competitor has just done something aggressive, a hire, a launch, a price move, that materially puts you on the back foot. You:",options:[{text:"Do not react, instead, re-read your own thesis and ask whether it still wins, and where",index:0},{text:"Respond hard and fast on the two metrics where they can actually hurt you",index:1},{text:"Use the noise as cover to move on the thing you had been too cautious to do
1yourself",index:2},{text:"Get your top ten and your two key partners into a room, we either move together or they pick us off",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,0,25],di:[0,25,0,0],ar:[0,0,0,0],og:[0,0,0,0],ic:[0,0,25,0]}},{id:"q39",type:"scenario",tag:"diversity",text:"When it comes to building teams where different kinds of people genuinely thrive, your approach is closest to:",options:[{text:"Redesigning the hiring and promotion systems, bias is a systems problem, not an intent problem",index:0},{text:"Building a culture where disagreement is welcome, same-thinking rooms ship worse products",index:1},{text:"Personally championing talent you are told is not quite ready, the âreadyâ signal is badly calibrated",index:2},{text:"Making inclusion an explicit part of the strategic thesis, not a side-slide",index:3}],dimensionWeights:{sv:[0,0,0,25],ia:[0,0,25,0],di:[0,0,0,0],ar:[0,0,0,0],og:[25,0,0,0],ic:[0,25,0,0]}},{id:"q40",type:"ranking",tag:"success-metrics",text:"When you privately take your own measure, not the version for the AGM, rank what actually matters to you:",options:[{text:"Whether the plan I committed to three years ago is meaningfully where we have arrived",index:0},{text:"Whether the people who know me best would still take my call and still tell me the truth",index:1},{text:"Whether the numbers landed, not the ones we reforecast, the ones we originally said",index:2},{text:"Whether I pushed a boundary that did not exist in my industry before I started",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,15,0,0],di:[0,0,0,0],ar:[0,0,0,0],og:[0,0,25,3],ic:[0,0,0,25]}},{id:"q41",type:"scenario",tag:"transformation",text:"You have taken on a three-year transformation that most people think is not possible. On day one, your first move is:",options:[{text:"A painfully honest diagnosis, written, circulated, and impossible to ignore",index:0},{text:"Spending the first thirty days meeting every senior person one-to-one, not running a single steerco",index:1},{text:"Protecting the operational core, nothing breaks in the business we still have to run",index:2},{text:"Killing one high-profile thing publicly, so everyone knows this time is different",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,25,0,0],di:[0,0,0,0],ar:[0,0,25,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q42",type:"scenario",tag:"information",text:"Two people you trust are giving you directly contradicting reads on the same situation. You:",options:[{text:"Keep digging, real contradictions usually collapse once you find the assumption each was making",index:0},{text:"Trust yourself, act on the picture you have now, iterate as the picture sharpens",index:1},{text:"Put them in a room and let the contradiction get resolved where you can watch",index:2},{text:"Treat the contradiction as information, if they disagree, something the org has not yet noticed is probably true",index:3}],dimensionWeights:{sv:[0,0,0,0],ia:[0,0,25,0],di:[25,0,0,0],ar:[0,25,0,0],og:[0,0,0,0],ic:[0,0,0,25]}},{id:"q43",type:"ranking",tag:"influence-style",text:"When you need to move someone who does not report to you, rank what actually works for you:",options:[{text:"Evidence, the case is clean, the logic holds, and the conclusion is hard to argue with",index:0},{text:"Relationship, they trust me, so they lend me the benefit of the doubt on this one",index:1},{text:"Narrative, I can paint the picture so they can see themselves inside it",index:2},{text:"Track record, they believe me because the last three times I said something, I was right",index:3}],dimensionWeights:{sv:[0,0,15,0],ia:[0,25,0,0],di:[25,0,0,0],ar:[0,0,0,0],og:[0,0,8,25],ic:[0,0,0,0]}},{id:"q44",type:"scenario",tag:"failure-response",text:"A project you championed has just been publicly written off. In the week after, where your energy actually goes:",options:[{text:"Running a post-mortem rigorous enough that the same mistake cannot reach this organisation twice",index:0},{text:"Pulling the team back together, their confidence is the real casualty, not the budget",index:1},{text:"Re-reading the strategic case and asking whether the whole thesis, not just the project, needs revising",index:2},{text:"Sitting with what the failure reveals, the best follow-up bet often hides inside the post-mortem",index:3}],dimensionWeights:{sv:[0,0,25,0],ia:[0,0,0,0],di:[0,0,0,0],ar:[0,25,0,0],og:[25,0,0,0],ic:[0,0,0,25]}},{id:"q45",type:"scenario",tag:"partnership",text:"You are the deciding voice on a strategic partnership that will be public by the end of the month. Your final filter is:",options:[{text:"Whether the counterpartyâs ten-year plan meaningfully rhymes with ours, the mechanics are solvable, values are not",index:0},{text:"Whether the operating model actually slots together, two strong teams with adjacent capability, not overlap",index:1},{text:"Whether I personally trust the person I will be on the phone with at 2am when something goes wrong",index:2},{text:"Whether this partnership unlocks something neither side could build alone, if not, why are we doing it",index:3}],dimensionWeights:{sv:[25,0,0,0],ia:[0,0,25,0],di:[0,0,0,0],ar:[0,0,0,0],og:[0,25,0,0],ic:[0,0,0,25]}},{id:"q46",type:"ranking",tag:"energy",text:"What actually makes you open the laptop early and close it late, ranked honestly:",options:[{text:"A problem complex enough that no-one else has cracked it yet",index:0},{text:"A person on your team about to step into something they did not think they could do",index:1},{text:"A quarter where the numbers close cleanly and everything you said would happen, happened",index:2},{text:"A picture of the industry ten years from now that you can help bring forward",index:3}],dimensionWeights:{sv:[0,0,0,15],ia:[0,0,0,0],di:[25,0,0,0],ar:[0,25,0,0],og:[0,0,25,3],ic:[0,0,0,25]}},{id:"q47",type:"scenario",tag:"culture-shift",text:"The culture of your organisation has drifted, from what it was, and from what it needs to be. Your primary lever is to:",options:[{text:"Name, plainly, what the new culture needs to be, and model it for twelve months before expecting anyone else to",index:0},{text:"Find the ten people who already embody where we are going and visibly back them",index:1},{text:"Redesign the incentives, promotion, compensation, recognition, until the system rewards what we say
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