The Executive Blind Spot Assessment

Instructions: The Executive Blind Spot Assessment is meant to provide you with valuable feedback in your current or future efforts to reach the C-suite, so honesty is of the utmost importance!

Don't overthink your responses; usually your gut reaction is the most accurate. If there is a question you don't have direct experience with, select the response you believe you would most likely choose in that situation.

You deliver a successful, high-value project. Who primarily communicates the final achievement and its impact to the board or external stakeholders?*

A: I present a full report to the SLT, and they handle the external communication.B: My direct superior presents the key results, and I handle the Q&A.C: I personally deliver a concise, strategic summary to the board/external stakeholders.D: The company's Communications team distributes a message I reviewed and approved.

How often do you seek candid, direct feedback specifically on your "presence" (grativas, composure, communication style) from a leader two levels above you?*

A: Never. I assume no news is good news.B: Only after a high-stakes presentation or major event.C: Proactively (at least quarterly), as part of my development plan.D: I'm already consistently coached by an executive coach.

When reviewing your own performance for the year, which metric is most essential to your self-assessment?*

A: Achieving 100% of my department's operational goals and KPIs.B: The successful development and retention of my direct reports.C: My contribution to the overall Enterprise P&L/Commercial Growth (outside my direct cost center).D: My ability to meet or come under budget for my specific department.

How do you typically react to a major setback or failure within your department?*

A. Immediately initiate a deep-dive, granular post-mortem to determine the technical root cause.B. Publicly take accountability, then redirect resources to prevent a recurrence while maintaining forward momentum on other projects.C. Seek counsel from mentors on how to spin the negative result to the executive team.D. Immediately start rebuilding the team structure to correct the execution failure.

You have a close relationship with a senior executive (2 levels up). What is the primary focus of your conversations?*

A. Seeking advice on overcoming operational challenges and team issues.B. Soliciting their candid feedback on my long-term career strategy and current gaps.C. Sharing strategic insights and offering help on issues outside my direct functional area.D. Discussing industry trends and general business climate.

When a key lateral move or project leader opportunity opens up (like a global task force), how do you typically learn about it?*

A. I see the job posting on the internal careers page.B. My immediate manager tells me about it during our 1:1.C. A key stakeholder mentions it informally, suggesting I should apply.D. A senior leader (VP+) calls me directly to gauge my interest, before the role is public.

How many influential leaders (VPs+) would confidently name you as their direct successor or a future C-suite member when asked in private?*

A. Zero.B. One or two leaders who know my work very well.C. Three or more leaders across different business units.D. I am not sure, as this is something I do not actively track or discuss.

In a high-stakes ELT meeting, you receive new, credible data that contradicts your prior decision or recommendation. Your immediate reaction is to:*

A. Defend the original decision by highlighting the weaknesses in the new data.B. Publicly acknowledge the new data's validity, pivot the recommendation, and promise a swift course correction.C. Ask for a private recess to reconcile the data before proceeding.D. Immediately ask the ELT their opinion on the best path forward.

You are asked to present a controversial strategy to a skeptical board committee. Your primary communication goal is to:*

A. Provide overwhelming data and logic to win the argument.B. Clearly frame the decision trade-off (risk vs. reward) and align the strategy to the mission.C. Demonstrate passion and confidence in the proposal's success.D. Present only the parts of the data that support the new strategy.

When faced with extreme ambiguity (i.e. multiple viable paths, no clear right answer, high risk), your primary goal is to:*

A. Delay the decision until more data can be gathered.B. Select a path and commit to it, knowing that decisive action mitigates risk better than inaction.C. Consult a wide array of peers and executives for consensus before making a move.D. Choose the safest option that minimizes immediate downside.
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Pillar I: Visibility & Executive Brand