Empowerment Assessement

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Your country
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What is your current function?* This field is required.
I'm a C-level leader/Director
I'm a manager with a team
I'm a manager without a team to lead
I'm an employee
I'm self-employed
Other
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What is your organization's size?* This field is required.
More than 500
11 to 100
101-500
2 to 10
Not applicable
Me, myself and I
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Our team adapts easily to change without a lot of resistance* This field is required.
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2
3
4
5
Not at all
Completely
5
sc_1_impact_Our team adapts easily to change without a lot of resistance
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We reach our objectives* This field is required.
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2
3
4
5
Never
Always
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sc_2_impact_We reach our objectives
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My workload is* This field is required.
1
2
3
4
5
Manageable
Too high
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sc_3_impact_My workload is
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My stress is* This field is required.
1
2
3
4
5
Low
Very high
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sc_4_impact_My stress is
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Our team's atmosphere is* This field is required.
1
2
3
4
5
Bad
Great
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sc_5_impact_Our team's atmosphere is
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Are your team's objectives & priorities clear?* This field is required.
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2
3
4
5
Not at all
Very clear
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sc_6_clarity_Are your team's objectives & priorities clear?
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Values, processes and roles, values are clear?* This field is required.
1
2
3
4
5
Not at all
Very clear
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sc_7_clarity_Values, processes and roles, values are clear?
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Decision-making within the team is fast and efficient* This field is required.
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2
3
4
5
Bad decision-making
Very efficient
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sc_8_clarity_Decision-making within the team is fast and efficient
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The team has the necessary information and tools to reach its objectives* This field is required.
1
2
3
4
5
Not at all
Completely
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sc_9_autonomy_The team has the necessary information and tools to reach its objectives
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The team can solve +/- 70% of its problems or seize +/- 70% of its opportunities by itself (without being too dependant on other departments)* This field is required.1 = 0% 3 = 35% 5 = 70% or more
1
2
3
4
5
0%
70% or more
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sc_10_%_autonomy_The team can solve +/- 70% of its problems
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sc_10_autonomy_The team can solve +/- 70% of its problems
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What percentage of your time, on average, is spent in meetings?1 = 25% or less - 3 = 50% - 5 = 80% or more
1
2
3
4
5
25% or less
80% or more
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sc_11_autonomy_What percentage of your time, on average, is spent in meetings?
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Within the team, we focus on:* This field is required.Select all that apply
Projects
Processes
Improving the mood
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sc_12_autonomy_Within the team, we focus on
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Our team is diverse (especially in terms of personality types)* This field is required.
1
2
3
4
5
Not at all
Very diverse
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sc_13_autonomy_Our team is diverse (especially in terms of personality types)
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My job is* This field is required.
1
2
3
4
5
Very simple & Repetitive
Complex with variety
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sc_14_My job is
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People blame & complain* This field is required.
1
2
3
4
5
Very often
Almost never
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sc_15_fearless_People blame & complain
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In meetings, everyone gets more or less equal speaking time and is listened to* This field is required.
1
2
3
4
5
Not at all
Completely
36
sc_16_fearless_In meetings, everyone gets more or less equal speaking time and is listened to
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Mistakes are allowed* This field is required.
1
2
3
4
5
Not at all
Mistakes are allowed
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sc_17_fearless_Mistakes are allowed
39
Feedback is given and accepted (about people's behaviors & projets) & we sometimes have difficult conversations* This field is required.
1
2
3
4
5
Not at all
Completely
40
sc_18_fearless_Feedback is given and accepted (about people's behaviors & projets) & we sometimes have difficult conversations
41
Transparency is present (even for bad news or when it's to admit we don't know yet)* This field is required.
1
2
3
4
5
Not at all
Completely
42
sc_19_fearless_Transparency is present (even for bad news or when it's to admit we don't know yet)
43
There are moments to share deeper thoughts or have deeper conversations* This field is required.
1
2
3
4
5
Never
Regularly
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sc_20_fearless_There are moments to share deeper thoughts or have deeper conversations
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Trust is high within our team* This field is required.
1
2
3
4
5
Not at all
Very high
46
sc_21_fearless_Trust is high within our team
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I feel valued in my team* This field is required.
1
2
3
4
5
Not at all
Very valued
48
sc_22_fearless_I feel valued in my team
49
Our team manager is aware of his behaviors under pressure* This field is required.
1
2
3
4
5
Not aware
Very aware
50
sc_23_regenerative_Our team manager is aware of his behaviors under pressure
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Our team manager stays relatively calm & empathic even when things don't go as planned* This field is required.
1
2
3
4
5
Not at all
Very often
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sc_24_regenerative_Our team manager stays relatively calm & empathic even when things don't go as planned
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Our team manager is able to trust and to let go when necessary* This field is required.
1
2
3
4
5
Not at all
Completely
54
sc_25_regenerative_Our team manager is able to trust and to let go when necessary
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The team members are able to take responsibility when necessary* This field is required.
1
2
3
4
5
Not at all
Completely
56
sc_26_regenerative_The team members are able to take responsibility when necessary
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Our team manager is also a coach & mentor* This field is required.
1
2
3
4
5
Never
Often
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sc_27_regenerative_Our team manager is also a coach & mentor
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What is your First name?* This field is required.
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What is your Last name?* This field is required.
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What is your email?* This field is required.Your email is required to receive the results.
example@example.com
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Please verify that you are human* This field is required.
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Psychosocial Risk
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score_impact
65
score_empowerment
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score_clarity
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score_autonomy
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score_fearless
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score_regenerative leader
70
text_empowerment_low
Your team currently has a low empowerment score. But don't worry, once you know what the elements are to increase empowerment, you can start implementing those and see the positive impact it has on your team. Be sure to check the different scores to determine your priority focus.
71
text_empowerment_average
Your team currently has an average empowerment score. That means that you are on your way but there is still room for progression. Once you know what the elements are to increase empowerment, you can start implementing those and see the positive impact it has on your team. Be sure to check the different scores to determine your priority focus.
72
text_empowerment_highCongratulations! Your team empowerment score is good! Empowerment is crucial if you want to be agile as a team, to increase engagement & motivation and gives a boost to your productivity and profitability. It's also an important condition for high-performing remote or hybrid teams. Be sure to check your team's score on the different success criteria if you want to further build this empowerment strength.
Your team currently has an average empowerment score. That means that you are on your way but there is still room for progression. Once you know what the elements are to increase empowerment, you can start implementing those and see the positive impact it has on your team. Be sure to check the different scores to determine your priority focus.
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text_empowerment
74
text_low_psychosocial_short
Your job or your team's jobs fall in the category of low psychosocial risk. 

That means that the job is either relatively simple or that it is complex but with high autonomy, or decision-power to solve your own issues. A traditional functional structure (organized around specialties/functions) in a volatile, uncertain and complex market is often not adapted anymore and can lead to high psycho-social risk.
75
text_low_psychosocial_long
US Sociologist Robert Karasek did a lot of research and developed the Karasek model that can predict the psychosocial risk of a function (risk of burning out). **Your job or your team's jobs fall in the category of low psychosocial risk.** That means that the job is either relatively simple or that it is complex but with high autonomy, or decision-power to solve your own issues. A traditional functional structure (organized around specialties/functions) in a volatile, uncertain and complex market is often not adapted anymore and can lead to this high psycho-social risk.
76
text_average_psychosocial_short
Your job or your team's jobs fall in the category of moderate psychosocial risk. That means that the job is relatively complex but that your team has some autonomy, or decision-power to solve your own issues. A supporting manager could help further reducing this risk. You can also work on managing your stress better
77
text_average_psychosocial_long
US Sociologist Robert Karasek did a lot of research and developed the Karasek model that can predict the psychosocial risk of a function (risk of burning out). **Your job or your team's jobs fall in the category of moderate psychosocial risk.** That means that the job is relatively complex but that your team has some autonomy, or decision-power to solve your own issues. A supporting manager could help further reducing this risk. You can also work on managing your stress better. A traditional functional structure (organized around specialties/functions) in a volatile, uncertain and complex market is often not adapted anymore and can lead to this high psycho-social risk.
78
text_high_psychosocial_short
**Your job or your team's jobs fall in the category of high psychosocial risk.** That means that the job is complex but that your team doesn't have enough autonomy, or decision-power to solve their own issues. A traditional functional structure (organized around specialties/functions) in a volatile, uncertain and complex market is often not adapted anymore and can lead to this high psycho-social risk.
79
text_high_psychosocial_long
US Sociologist Robert Karasek did a lot of research and developed the Karasek model that can predict the psychosocial risk of a function (risk of burning out). **Your job or your team's jobs fall in the category of high psychosocial risk.** That means that the job is complex but that your team doesn't have enough autonomy, or decision-power to solve their own issues. This can lead to spending too much time in meetings and running a lot to get what you need to simply do your job. A supporting manager could help reducing this risk. You can also work on managing your stress better but if you want to have an impact, you'll continue facing high stress situations. To increase your decision power and reduce this risk, things need to change or you might need to change jobs if you don't manage to increase your decision power. A traditional functional structure (organized around specialties/functions) in a volatile, uncertain and complex market is often not adapted anymore and can lead to this high psycho-social risk.
80
text_psychosocial risk_short
81
text_psychosocial risk_long
82
text_impact on results_low
How is your team's stress level, workload, atmosphere? Do you reach your objectives and adapt easily to change? That is what we mean by performance. Your team's score is low here and that will definitely negatively impact the people of your team. This low score will also impact your performance as a team on the long-term. This requires immediate attention.
83
text_impact on results_average
How is your team's stress level, workload, atmosphere? Do you reach your objectives and adapt easily to change? That is what we mean by performance. Your team's score is average and can be improved. This average score has an impact on how people feel but also on your performance a a team, especially on the long-term. This definitely requires some attention if you want a high-performing, engaged team.
84
text_impact on results_high
Congratulations! Your team has a high impact on results. By results here, we're referring to reaching your objectives, being agile, having a good team atmosphere, a good stress level and a manageable workload.
85
text_impact
Huge
Large
Normal
Small
Ok
Ok
86
text_clarity_low
When a team is empowered, we want it to be empowered to reach a certain objective or to be aligned with our purpose and values. So the objectives, the priorities, the roles, the requests and decision-making should be clear. Your clarity score is low. That means that things are not clear for your team. That can lead to a lot of confusion, rework and additional workload.
87
text_autonomy_low
Empowerment isn't just about team members taking more responsibility. Like most things in business, you need a systemic approach to increase empowerment composed of skills, habits, culture, systems and an appropriate structure. Important elements here are the autonomy to solve your own issues or seize opportunities, having the necessary information to do your job, not spending all your time in meetings aligning with other departments, a diverse team . It also means that your focus is not only on advancing projects but also improving processes and managing the mood within your team. This is a problem area for your team as your autonomy score is low. That will prevent your team to be agile and empowered. It can also lead to spending way too much time in meetings. I would definitely work on improving this as it can lead to an increase in psychosocial risk (or burnout).
88
text_fearless_low
A fearless team is crucial if you want growth, innovation and agility. Research showed at Google that psychological safety made all the difference between high-performing teams and other teams. People need to feel safe to take a personal risk (risk of hurting someone's feeling, risk of looking stupid, risk of making a mistake,...) for the greater good of the team. Without that safety, people will avoid taking risks, might resist change and will stay in their comfort zone. And so, your team won't grow because growing is adapting, and adapting is learning new things. And learning new skills is making mistakes, especially in the beginning. Your fearless team score is low and that requires immediate attention as it is impacting the people in your team but in the long term will impact your results.
89
text_regenerativeleader_low
Another essential element for greater empowerment is the role of the leader. Research shows that without trust, there is no agility. A regenerative leader is someone who is aware of their behavior—especially under pressure—who knows how to stay grounded and present when things don’t go as planned. Instead of reacting, they respond with calm, empathy, and clarity. They trust their team, let go of control when needed, and coach people toward ownership, rather than simply giving instructions or directions. 

Equally important is that team members take more responsibility. 

Your regenerative leadership score may be low right now. There’s no need to feel bad or frustrated. We’re confident you’re already doing many things right. Leadership today has become exponentially more complex, and the pressure to deliver can feel relentless. In response to this, the capabilities that define great leadership have radically shifted. 

By evolving your leadership habits, you’ll feel more aligned, improve your work-life balance, and increase your impact in meaningful ways. You don’t need to be superhuman—you just need to understand and practice the new habits of regenerative leadership. 

Explore our program “Regenerative Leadership” where we’ll guide you through the transformation—step by step.
90
text_clarity_average
When a team is empowered, we want it to be empowered to reach a certain objective or to be aligned with our purpose and values. So the objectives, the priorities, the roles, the requests and decision-making should be clear. Your clarity score is average. That means that things are not clear enough for your team. In our experience, a little bit of confusion can lead to a lot of extra workload, rework or conflicts between team members.
91
text_autonomy_average
Empowerment isn't just about team members taking more responsibility. Like most things in business, you need a systemic approach to increase empowerment composed of skills, habits, culture, systems and an appropriate structure. Important elements here are the autonomy to solve your own issues or seize opportunities, having the necessary information to do your job, not spending all your time in meetings aligning with other departments, a diverse team . It also means that your focus is not only on advancing projects but also improving processes and managing the mood within your team. This is a problem area for your team as your autonomy score is average. That can prevent your team to be agile and empowered. It can also lead to spending way too much time in meetings. I would definitely work on improving this as it can lead to an increase in psychosocial risk (or burnout).
92
text_fearless_average
A fearless team is crucial if you want growth, innovation and agility. Research showed at Google that psychological safety made all the difference between high-performing teams and other teams. People need to feel safe to take a personal risk (risk of hurting someone's feeling, risk of looking stupid, risk of making a mistake,...) for the greater good of the team. Without that safety, people will avoid taking risks, might resist change and will stay in their comfort zone. And so, your team won't grow because growing is adapting, and adapting is learning new things. And learning new skills is making mistakes, especially in the beginning. Your fearless team score is average. And average is simply not good enough to be successful in today's fast world. It is probably impacting the people in your team but in the long term will impact your results. I would work on building a fearless team.
93
text_regenerativeleader_average
Another essential element for greater empowerment is the role of the leader. Research shows that without trust, there is no agility. A regenerative leader is someone who is aware of their own behavior—especially under pressure—who stays calm, grounded, and empathic even when things don’t go as planned. They know how to trust their team, let go of unnecessary control, and coach people toward ownership instead of simply giving directions. 

It’s equally important that team members take more responsibility themselves. 

Your regenerative leadership score is average. There’s no need to feel bad or discouraged. We’re confident you’re already doing many things right. Leadership today has grown immensely in complexity, and the pressure to perform is higher than ever. As a result, the qualities of effective leadership have fundamentally shifted. 

By evolving your leadership skills, you’ll feel more energized, improve your work-life balance, and expand your positive impact. You don’t need to do more—you need to lead differently. 

Be sure to check out our program “Regenerative Leadership” where we’ll guide you in building the new habits of truly impactful leaders.
94
text_clarity_high
Your clarity score is high! Congratulations! It means that objectives, priorities, purpose, values, roles and decision-making are pretty clear for your team. Keep up the good work.
95
text_autonomy_high
Congratulations! Your team has a high autonomy score! Empowerment isn't just about team members taking more responsibility. Like most things in business, you need a systemic approach to increase empowerment composed of skills, habits, culture, systems and an appropriate structure. Important elements here are the autonomy to solve your own issues or seize opportunities, having the necessary information to do your job, not spending all your time in meetings aligning with other departments, a diverse team . It also means that your focus is not only on advancing projects but also improving processes and managing the mood within your team. Your team seems to master these aspects!
96
text_fearless_high
Waouh! Your psychological safety is good. You understand that a fearless team is crucial if you want growth, innovation and agility. Research showed at Google that psychological safety made all the difference between high-performing teams and other teams. People need to feel safe to take a personal risk (risk of hurting someone's feeling, risk of looking stupid, risk of making a mistake,...) for the greater good of the team. Without that safety, people will avoid taking risks, might resist change and will stay in their comfort zone. And so, your team is growing because growing is adapting, and adapting is learning new things. And learning new skills is making mistakes, especially in the beginning. Continue the good work!
97
text_regenerativeleader_high
Congratulations! Your regenerative leadership score is strong. 

One of the most powerful levers for empowerment in any team is the role of the leader. Research shows that without trust, there can be no agility. A regenerative leader is aware of their behaviors—even under pressure—stays calm and empathic when things don’t go as planned, trusts their team, and lets go of unnecessary control. They coach their people to grow, rather than simply giving instructions or orders. 

At the same time, regenerative teams require team members to step into greater ownership and shared responsibility. 

The demands of leadership have grown dramatically in recent years. The pressure to deliver results is high, and the expectations have shifted. Today, great leadership means not just achieving outcomes—but doing so in a way that sustains energy, fosters connection, and unlocks long-term impact. 

Keep going. By continuing to strengthen your regenerative leadership habits, you’ll feel more aligned, improve your work-life balance, and increase your positive influence—on your team and beyond. 

Check out our program “Regenerative Leadership” to deepen your skills and keep evolving on this path.
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text_clarity
99
text_autonomy
100
text_fearless
101
text_regenerativeleader
102
QiLeader
103
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