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I prefer to stick with what I know while at work.

I enjoy thinking about “what if” scenarios.

I am deliberate and careful in everything I do at work.

I am interested in coworkers.

Issues at home should not be discussed at work.

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.