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Are you a High Road Leader?
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1
Our values are much more important than our skills for leading others effectively.
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2
I avoid working with others whose values are different from my own because people who adhere to different values cannot work effectively together.
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3
When someone treats me poorly or takes advantage of me, I feel justified in evening the score.
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4
The best way to treat others is to put fairness first and work to ensure that both sides come out equally well.
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5
When we have nothing in common with others, we cannot develop understanding relationships with them.
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6
Every human being has value, regardless of their accomplishments, status, skills, education, or history.
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7
I have a strong sense of personal self-worth and don’t feel I have to earn or justify my value.
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8
I care about people and focus more on others than I do myself.
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9
I am able to accept people for who they are, even when they operate according to different beliefs or openly disagree with me.
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10
I see potential in everyone I meet and take action to help them rise to it.
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11
I am quick to admit when I am wrong and to apologize when I offend others.
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12
I hold myself to very high standards professionally and am very hard on myself when I fall short.
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13
When I fail or make mistakes, I am able to forgive myself afterward and move on.
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14
I easily and readily laugh at myself when I do something silly or make a mistake.
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15
I know my strengths and weaknesses and have come to accept them.
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16
When I lead others, my focus is more on helping others succeed than succeeding myself.
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17
When I lead a successful team, I go out of my way to give team members the credit.
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18
When I know I’m right, I speak up and I don’t give in, even if I know it will upset others.
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19
When important issues come up, I feel compelled to express my opinion so others know where I stand.
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20
I always do what’s right even when it’s hard or it will cost me.
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21
I believe money, opportunities, and resources are finite and need to be carefully managed and regulated so they don’t run out.
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22
It’s important to me to try to give more than I take in all my relationships.
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23
I regularly offer my time and expertise to people at work or in organizations where I volunteer.
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24
I am quick to share opportunities and my network with friends, coworkers, and team members to help them get ahead.
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25
When I am planning an experience I love, I often think about who I can take with me and invite them to share it.
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26
When I lead others, I gladly bear the brunt of problems and challenges for the sake of the team’s wellbeing and success.
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27
The circumstances of life often frustrate me, and I frequently experience setbacks that are no fault of my own.
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28
I always take full responsibility for my choices and the results, even when they’re negative.
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29
When I experience failure or setbacks, I rebound quickly, making me able to function positively in my work and relationships.
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30
I don’t ruminate on past offenses from others, and I never hold grudges.
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31
I seek out opposing viewpoints and listen carefully so that I can understand people different from me and find ways to empathize with them.
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32
I make myself available to the people I work with and often seek them out to find out how they’re doing.
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33
I am a shrewd negotiator and make the most of every deal I make.
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34
I am often extremely busy, so I don’t have time to stop and deal with people’s individual problems.
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35
I define success as a leader as serving my team members so that they reach their potential.
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36
My values and my actions line up, so I feel confident being open with people and letting them get to know the real me.
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37
I keep an even keel, allowing neither my successes to fill me with pride nor my failures to fill me with discouragement.
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38
In a difficult situation, I’d rather let people get a wrong negative impression of me than to do something that violates my values.
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39
I am often uncertain whether my work contribution is enough, and I compare my performance to others’ to gauge it.
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40
I am reluctant to talk about my failures or reveal my weaknesses to others.
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41
When I lead a team, I feel responsible for their performance, and I hold myself accountable for the outcome of their efforts.
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42
People trust me because I do good work and welcome their holding me accountable for it.
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43
I get frustrated or resentful when other people check on my work or give me feedback on it.
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44
Much of my self-respect is built on the consistency of my excellent work performance.
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45
When things go wrong, I keep a low profile and avoid conflict because I find it too stressful.
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46
I usually understand issues and see solutions before my team members, colleagues, and even leaders do.
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47
I am always working toward long-term goals and don’t force quick decisions to win short-term gains that could hinder the organization's best interests.
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48
I trust my instincts and usually go with my gut rather than being bogged down gathering too much information before making decisions.
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49
I intentionally and actively create a culture and environment where the development of people is a priority.
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50
Every day, I look for ways to add value to the people in my life.
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51
I am very aware of the past injuries others have done to me, and I have a difficult time releasing them.
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52
I am always aware of how much I do for people and how much they’ve done in return for me.
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53
When I’ve done a lot to help another person, I believe they should feel indebted.
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54
I am quick to forgive everyone in my life, no matter what they’ve done to harm or offend me.
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55
I go out of my way to treat others
better
than they treat me.
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56
I take great joy in giving people access to experiences they would not otherwise have on their own.
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57
The success of others has become more important to me than my own personal success.
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58
I want more
for
the people I lead than I want
from
them.
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59
I expect people to prove themselves before I invest my time and attention in them.
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60
I always think the best of others until they prove me wrong.
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61
Before You Finish, Tell Us a Little Bit About Yourself
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62
Just a Few More Details
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63
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