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The General Manager of one of the divisions of your company recently returned from an industry conference. They are very excited about a leadership development program they learned about from a vendor at this conference. They tell you that the program is exactly what the division needs to “take leadership to the next level” and they are pushing to fast-track approval so they can roll it out in their division. You have looked into the program and have noted that not only is it quite expensive and labor-intensive, but you’re not even sure it aligns with the enterprise’s current leadership strategy or budget priorities. How would you handle this?

I conform to group standards.

Your company’s long‐time Director of Talent Management has announced her retirement effective in three months. The business leader insists on conducting an external search immediately and filling the role permanently before the incumbent leaves, citing the risk of losing momentum on key initiatives. Meanwhile, you know there are two high-potential internal candidates who could step up, but they would need structured development and a transition period to be ready for the role. What would you do next?

I find it hard to be open about my failures or shortcomings.

I can often sense things in interactions that others may miss.

While walking through a division’s warehouses, you notice a piece of machinery being operated without the required safety guards in place. When you bring this to the attention of the Supervisor who is present, they say it was a temporary workaround to meet a tight production deadline and that “everyone knows how to stay safe.” You’re not aware of any reported injuries so far. What would you do?

I am most comfortable when there is structure and order.

I tend to suspect the worst in others.

You discover that a new Manager extended a verbal job offer to a candidate without involving HR or following the company’s established hiring process. No background check was initiated, the compensation offered was outside the approved salary band, and there’s no signed requisition on file. When you raise the issue, the Manager brushes it off, saying, “We needed someone fast—I’ll deal with the paperwork later. This one will be on me and I’ll make sure it all gets straightened out.” What should you do?

You receive a call from the General Manager of a division: several ICE agents have shown up unexpectedly and are requesting access to employee records and work areas. They have not provided a warrant or subpoena, but they are insisting on speaking with Supervisors and reviewing documents. Employees are starting to panic, and leadership is unsure how to proceed. What would you do?