Clone of ChoicePoint Assessment

  • ChoicePoint Assessment

    Part of The Resilient Leader Program

  • Part 1:   Stress Tolerance

    Rate each statement based on how accurately it describes you. Be honest — your instinctive first answer is almost always the most accurate one.

  • 1. When a major problem surfaces unexpectedly, I'm able to stay calm and think clearly before responding.*
  • 2. I can sit with uncertainty about an important outcome — a deal, a hire, a board decision — without it consuming my mental bandwidth.*
  • 3. When someone challenges my judgment or decisions publicly, I can hear them out without becoming defensive.*
  • 4. I notice physical signs of stress in my body (tension, disrupted sleep, fatigue) before they affect my performance.*
  • 5.  After a difficult interaction — a heated meeting, a tough conversation with my team — I return to baseline quickly.*
  • 6. I can hold back a sharp or frustrated response even when I'm convinced I'm right.*
  • 7. I am able to fully disengage from work at the end of the day, mentally as well as physically.*
  • 8. When things are outside my control, I can accept that without it draining my energy.*
  • 9. I can tolerate the discomfort of not having all the information I'd like before making a consequential decision.*
  • 10. My team would describe me as consistently even-keeled, even during high-pressure periods.*
  • 11. When I'm running on empty — after a long stretch of difficult weeks — I can still show up effectively at home.*
  • 12. I recognize when I'm in a reactive state and have reliable ways to interrupt that pattern before it causes damage.*

  • Part 2:  Clarity

    Same instructions: rate each statement based on how accurately it describes you. This section is harder to answer honestly for most high-achieving executives. That's intentional.

  • 13. I can articulate — clearly and specifically — what I value most in life.*
  • 14. The way I spend my time is closely aligned with what I believe matters most in my role.*
  • 15. I have a clear picture of the kind of leader I want to be, and I use that picture to guide real decisions.*
  • 16. I can describe the specific impact I want to have on the people I lead — not just the results I want to drive.*
  • 17. Outside of work, I know what I want my life to look like — and I'm actively building toward that.*
  • 18. I have a clear sense of what I'm willing to sacrifice and what I'm not, and I act accordingly.*
  • 19. When I have to make a decision I'm uncertain about, I have a set of principles I can fall back on.*
  • 20. My professional identity and my personal identity feel integrated — I'm largely the same person at work and at home.*
  • 21. I know which parts of my current role energize me, and which parts are quietly draining me.*
  • 22. I have a clear enough sense of purpose that I can evaluate a major decision against it — not just against the spreadsheet.*
  • 23. The relationships I invest in — at work and at home — are genuinely aligned with what I care about.*
  • 24. If I'm being completely honest, I know what I'd change about how I'm spending my time and energy.*

  • Part 3:  Scenario Questions

    Read each scenario and select the response that most honestly describes what you would actually do — not what you hope you would do or what you think the ideal answer is.

  • Scenario 1  |  You are the CEO, your COO resigns with two weeks' notice, ten days before a board presentation you were building together. What does the first hour after that conversation look like for you?*
  • Scenario 2  |  You walk in the door at 7pm after a brutal day. Your spouse wants to talk about a tension that's been building between you for weeks. Your tank is empty. What do you do?*
  • Scenario 3  |  A key member of your team comes to you with a decision that you know they are capable of making on their own. They're asking for your sign-off out of habit. What do you do?*
  • Scenario 4  |  You're in the middle of a strategy session and realize you've been operating off a flawed assumption for the past six months. Others in the room contributed to it, but you set the direction. What happens next?*
  • Scenario 5  |  You haven't had a weekend truly free of work — calls, emails, mental preoccupation — in over two months. A free Saturday appears on your calendar. What do you do with it?*

  • Part 4:  Reflection

    These two questions don't affect your score, but they're often the most important part of this assessment. Answer them honestly, and in your own words.

  • Done

  • YOUR TYPE:  The Overwhelmed Executive

    Low Stress Tolerance · Low Clarity

    Your stress tolerance and your sense of what you're doing all this for are falling behind the demands of the job.

    You're not struggling because you're not good enough. You're struggling because you've been operating without the two things that make sustained high performance possible: the ability to stay regulated under pressure, and a clear enough sense of purpose to make the weight feel worth it.

    This profile takes the most honesty to sit with. It often shows up in executives who have been too focused on everyone else's needs to tend to their own foundation, or who were promoted into complexity that outpaced the internal development that should have come with it. That's not a flaw, it's a gap, and gaps can be closed.

    What you need isn't a productivity system. You need to build the two core capacities the ChoicePoint model is designed to develop. Starting from a low baseline means the gains come quickly — and the impact on both your work and your life is immediate.

  • YOUR TYPE:  The Frustrated Visionary

    Low Stress Tolerance · High Clarity

    You know who you want to be and what matters most but the relentless weight of the role keeps knocking you off course before you can get there.

    You have more genuine clarity than most executives at your level. Your values are real, your sense of purpose is intact. That clarity is a asset. It's also the source of your frustration.

    The challenge isn't direction. It's capacity. Under sustained pressure, your stress response outpaces your intentions. You react when you mean to respond. You’re depleted when you want to be present. The ChoicePoint, the space between what hits you and how you act is narrower than your clarity deserves.

    The foundation is there. What you're dealing with is a specific, buildable skill. The ability to stay regulated long enough to act in alignment with what’s truly important to you. That's the work, and it has a higher return than almost anything else you could focus on right now.

  • YOUR TYPE: The Capable Drifter

    High Stress Tolerance · Low Clarity

    You've built an extraordinary capacity to absorb pressure. What you haven't figured out yet is what you're absorbing it for.

    You're composed when others aren't, decisive when others freeze, and capable of carrying a load that would break most people. That took years to build and it's a genuine competitive advantage.

    But the milestones that were supposed to feel like success aren’t as satisfying. You’re just onto the next obligation. You're not sure anymore whether you're building toward something or simply continuing because stopping feels worse than going.

    The clarity you're missing doesn't require reinventing yourself. It's about reconnecting with what truly matters to you as a leader, a partner, and a person. Your stress tolerance is an asset. But without that clarity to direct it, your ChoicePoint, the space between what hits you and how you act becomes just a well-managed reaction instead of a genuine choice.

  • The Resilient Leader

    High Stress Tolerance · High Clarity

    You've built something most executives never do: the capacity to be fully present for whatever comes at you.

    You understand what drives you and have built genuine tolerance for the discomfort that comes with leading at a high level. When something unexpected lands, you feel it, but you you can stay present emotionally, mentally, and physically when others would check out or react.

    Your clarity is real and active. The way you spend your time, the decisions you make, the relationships you invest in are aligned with what you value. People feel that coherence. Your ChoicePoint, the space between what hits you and how you respond is wide, and you've learned to use it well.

    The work at this level isn't about building capacity. It's about deploying it more deliberately, multiplying it through your team, and protecting it against the slow erosion that comes with

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