Complete the merkelgroup Leadership Quiz Here

Step 1 of 11

Email Header
Thank you for taking the time to complete the merkelgroup Leadership Assessment.Your individual report is compiled in the PDF attached.You will receive a follow up email shortly with more guidance on how to use this information to develop your Personal Leadership Plan!
Email Footer
Many thanks,Brad MerkelFounder & President The Merkel Group, LLC
Instructions: Click/touch on the answer below that you feel is the most relevant.
integrity
How clearly are you able to make requests of others?
- My requests are often not as clear as they could be
- I feel that my requests are clear, but sometimes find that others don’t “get” it
- I present my requests in a way that is considerate and sensitive to others
- I make requests clearly without being concerned about what others might think

How does the team you lead typically react to a performance shortfall?
- They often blame circumstances or others for shortfalls
- They tend to rationalize it, then make the best of the situation
- They feel accountable for the shortfall, but emphasize the positive outcomes or lessons learned
- They accept full responsibility for the shortfall, and take appropriate action to correct it

initiative
How would you describe your approach to time management?
- Sometimes it feels like I'm overwhelmed by my calendar
- I work at managing my calendar, but still seem to be over-booked
- I free up space for higher level priorities, but often spend this time on lower-value activity
- I proactively manage my schedule and calendar to maximize my productivity

What is your approach to problem solving?
- I'm sometimes quick to jump to conclusions or offer potential solutions
- I usually ask tough questions to challenge conclusions or potential solutions
- I ask open-ended questions that encourage a deeper understanding of the problem
- I challenge the team to discover the root cause, then encourage them to develop new ideas and creative solutions.

impact
How effective are you at delegation?
- I sometimes find it easier to get a task done by myself vs. explaining / delegating to others
- I delegate regularly, but find myself frustrated with the quality of work that comes back
- I am good at delegation but my direct reports seem to depend on my guidance
- I have an effective method for delegating that enables me to act at my pay grade

How would the team that you lead describe your business priorities?
- The priorities in our business are not always clear
- Our priorities are stated, but few of our team members could recite them
- Our priorities are broadly understood, yet our time and focus are not fully aligned
- We have an effective system for helping us focus on the most important priorities

influence
Which statement best describes how you typically prepare for meetings?
- I'm often on the go from one meeting to the next. I usually don't have much time for preparation.
- I try to clarify the purpose of meetings in advance so that I understand my role
- I usually read materials in advance for key meetings
- I set aside time to prepare my thoughts and develop the key messages I will share

How would you describe the level of openness within the team that you lead?
- My team members are sometimes quiet and reserved, especially in group settings
- My team members will speak up, but the conversation is usually safe and cordial
- On occasion, my team members are willing to have an open debate
- My team members freely and openly express conflicting ideas and opinions

inspire
When meeting with others, how would you describe your “engagement” level?
- I am sometimes distracted with interruptions, messages, email, or my own thoughts
- I am able to temporarily set aside distractions, but need to pay more attention to others
- I’m actively working on being more present and engaged
- I regularly develop important insights by being fully present with others

Which statement best describes how you motivate others?
- I sometimes find it challenging to provide motivation for others
- I usually expect others to be self-motivated
- I use my energy and enthusiasm to set a positive tone for my team
- I help others to make a connection between their everyday work and the purpose of our company

Final Details
One final step before we send you your results.
Name*
First Name Last Name
Email*
Email Consent*
- Yes, I give consent to securely store my details, email me my report along with future relevant tips supporting my score.
  Note: We will never share your details with any third party. View our Privacy Policy.
Overall Score results text for Column 1 - 0-40%
From your self-identified score, it appears you are currently experiencing significant leadership challenges. You and your team are probably feeling stress, overwhelm, and uncertainty. There is a significant opportunity to improve performance.In the following pages, you will find your scores broken out by the five foundational elements in the merkelgroup Leadership Model (integrity, initiative, impact, influence, and inspire), along with actions you can take to improve performance now.To better understand your scores in Self-Management and Team Leadership, please see Next Steps (below) for more information.
Overall Score results text for Column 2 - 40-62%
From your self-identified score, it appears you are often frustrated in a number of key leadership dimensions. Performance may be acceptable but the potential to improve is substantial.In the following pages, you will find your scores broken out by the five foundational elements in the merkelgroup Leadership Model (integrity, initiative, impact, influence, and inspire), along with actions you can take to improve performance now.To better understand your scores in Self-Management and Team Leadership, please see Next Steps (below) for more information.
Overall Score results text for Column 3 - 63-84%
From your self-identified score, it appears you have adopted many sound leadership practices. However, there are one or more areas that continue to challenge you. These represent areas that could further improve performance.In the following pages, you will find your scores broken out by the five foundational elements in the merkelgroup Leadership Model (integrity, initiative, impact, influence, and inspire), along with actions you can take to improve performance now.To better understand your scores in Self-Management and Team Leadership, please see Next Steps (below) for more information.
Overall Score results text for Column 4 - 85-100%
From your self-identified score, it appears you have successfully adopted very effective and impactful leadership practices in most areas. Well done! You are likely experiencing good results. You might be thinking about what it will take for you and your team to perform at a higher level.In the following pages, you will find your scores broken out by the five foundational elements in the merkelgroup Leadership Model (integrity, initiative, impact, influence, and inspire), along with actions you can take to improve performance now.To better understand your scores in Self-Management and Team Leadership, please see Next Steps (below) for more information.
Call to Action for Everyone
Call to Action for Column 1 - 0-40%
At The Merkel Group, LLC, we specialize in practical programs for senior executives, entrepreneurs, and advancing leaders who want to generate substantial improvements in business performance.We invite you to book a <a href="https://bookappointmentwithbradmerkel.as.me/?appointmentType=7791613">Free Consultation</a>, during which we can discuss:<ul><li>Your assessment results</li><li>Your Self-Management and Team Leadership scores</li><li>Specific challenges or opportunities you are facing</li><li>How a personalized coaching program can accelerate your results</li></ul>We look forward to helping you discover: What sets you apart? <a href="http://merkelgroup.com">merkelgroup.com</a>*Being a Leader and the Effective Exercise of Leadership: An Ontological / Phenomenological Model© Copyright 2008-2016 W. Erhard, M. Jensen, Landmark Worldwide LLC. All rights reserved. 19 November 2016
Call to Action for Column 2 - 40-62%
At The Merkel Group, LLC, we specialize in practical programs for senior executives, entrepreneurs, and advancing leaders who want to generate substantial improvements in business performance.We invite you to book a <a href="https://bookappointmentwithbradmerkel.as.me/?appointmentType=7791613">Free Consultation</a>, during which we can discuss:<ul><li>Your assessment results</li><li>Your Self-Management and Team Leadership scores</li><li>Specific challenges or opportunities you are facing</li><li>How a personalized coaching program can accelerate your results</li></ul>We look forward to helping you discover: What sets you apart? <a href="http://merkelgroup.com">merkelgroup.com</a>*Being a Leader and the Effective Exercise of Leadership: An Ontological / Phenomenological Model© Copyright 2008-2016 W. Erhard, M. Jensen, Landmark Worldwide LLC. All rights reserved. 19 November 2016
Call to Action for Column 3 - 63-84%
At The Merkel Group, LLC, we specialize in practical programs for senior executives, entrepreneurs, and advancing leaders who want to generate substantial improvements in business performance.We invite you to book a <a href="https://bookappointmentwithbradmerkel.as.me/?appointmentType=7791613">Free Consultation</a>, during which we can discuss:<ul><li>Your assessment results</li><li>Your Self-Management and Team Leadership scores</li><li>Specific challenges or opportunities you are facing</li><li>How a personalized coaching program can accelerate your results</li></ul>We look forward to helping you discover: What sets you apart? <a href="http://merkelgroup.com">merkelgroup.com</a>*Being a Leader and the Effective Exercise of Leadership: An Ontological / Phenomenological Model© Copyright 2008-2016 W. Erhard, M. Jensen, Landmark Worldwide LLC. All rights reserved. 19 November 2016
Call to Action for Column 4 - 85-100%
At The Merkel Group, LLC, we specialize in practical programs for senior executives, entrepreneurs, and advancing leaders who want to generate substantial improvements in business performance.We invite you to book a <a href="https://bookappointmentwithbradmerkel.as.me/?appointmentType=7791613">Free Consultation</a>, during which we can discuss:<ul><li>Your assessment results</li><li>Your Self-Management and Team Leadership scores</li><li>Specific challenges or opportunities you are facing</li><li>How a personalized coaching program can accelerate your results</li></ul>We look forward to helping you discover: What sets you apart? <a href="http://merkelgroup.com">merkelgroup.com</a>*Being a Leader and the Effective Exercise of Leadership: An Ontological / Phenomenological Model© Copyright 2008-2016 W. Erhard, M. Jensen, Landmark Worldwide LLC. All rights reserved. 19 November 2016
Question 1 results text for Column 1 - 0-40%
Without integrity, nothing works*. How often in your company do people (including yourself) actually do exactly what they say they will do, and on time?Based on your results, you may have opportunities to:<ul><li>Be more clear in communicating direction and expectations</li><li>Be more disciplined at holding yourself and others accountable for results</li></ul>
Question 1 results text for Column 2 - 40-62%
Without integrity, nothing works*. How often in your company do people (including yourself) actually do exactly what they say they will do, and on time?Based on your results, you may have opportunities to:<ul><li>Be more clear in communicating direction and expectations</li><li>Be more disciplined at holding yourself and others accountable for results</li></ul>
Question 1 results text for Column 3 - 63-84%
Integrity is a necessary condition for maximum performance*. How often in your company do people (including yourself) actually do exactly what they say they will do, and on time?Based on your results, you and your team may have opportunities to:<ul><li>Communicate with more transparency and clarity</li><li>Be more disciplined at making and keeping commitments</li><li>Hold each other more accountable for results</li></ul>
Question 1 results text for Column 4 - 85-100%
Integrity is a necessary condition for maximum performance*. How often in your company do people (including yourself) actually do exactly what they say they will do, and on time?Based on your results, you may have opportunities to help your entire team to:<ul><li>Communicate with full transparency and clarity</li><li>Be more disciplined at making and keeping commitments</li><li>Take accountability to the next level</li></ul>
Question 2 results text for Column 1 - 0-40%
Today’s leaders are challenged with an ever-increasing pace of change and business disruption. Despite advancements in technology, it seems to be more difficult than ever to actually get things done.Based on your results, you may have opportunities to:<ul><li>Take more control of your time management</li><li>Make time for advance planning</li><li>Hold your direct reports more accountable for solving day-to-day problems</li></ul>
Question 2 results text for Column 2 - 40-62%
Today’s leaders are challenged with an ever-increasing pace of change and business disruption. Despite advancements in technology, it seems to be more difficult than ever to actually get things done.Based on your results, you may have opportunities to:<ul><li>Take more control of your time management</li><li>Shift your focus towards advance planning</li><li>Set expectations for your people to develop solutions before coming to you with a problem</li></ul>
Question 2 results text for Column 3 - 63-84%
Today’s leaders are challenged with an ever-increasing pace of change and business disruption. Despite advancements in technology, it seems to be more difficult than ever to actually get things done.Based on your results, you are coping well with these challenges. You may have opportunities to:<ul><li>Increase your focus on advance planning</li><li>Empower your direct reports to act more independently</li><li>Set expectations for your people to think broadly about root causes and potential solutions</li></ul>
Question 2 results text for Column 4 - 85-100%
Today’s leaders are challenged with an ever-increasing pace of change and business disruption. Despite advancements in technology, it seems to be more difficult than ever to actually get things done.Based on your results, you are managing these challenges very well. You and your team may have opportunities to:<ul><li>Expand your focus from the tactical to the strategic level</li><li>Develop more creative and innovative solutions</li><li>Put longer-term systemic / structural improvements in place</li></ul>
Question 3 results text for Column 1 - 0-40%
Modern leaders are pulled in every possible direction. The nature and volume of meetings, e-mail, and other administrative duties makes it challenging for leaders to pay adequate attention to strategic priorities.Based on your results, you may have opportunities to:<ul><li>Hold your direct reports more accountable for their responsibilities</li><li>Delegate more work to others</li><li>Set clear priorities to guide your team’s activity</li></ul>
Question 3 results text for Column 2 - 40-62%
Modern leaders are pulled in every possible direction. The nature and volume of meetings, e-mail, and other administrative duties makes it challenging for leaders to pay adequate attention to strategic priorities.Based on your results, you may have opportunities to:<ul><li>Set clear expectations when delegating work to others</li><li>Communicate your priorities more frequently</li></ul>
Question 3 results text for Column 3 - 63-84%
Modern leaders are pulled in every possible direction. The nature and volume of meetings, e-mail, and other administrative duties makes it challenging for leaders to pay adequate attention to strategic priorities.Based on your results, you are paying attention to strategy & priorities but could strengthen your impact. You may have opportunities to:<ul><li>Empower team members to lead your highest priority initiatives</li><li>Coach your direct reports to think more strategically</li><li>Communicate your priorities more frequently</li></ul>
Question 3 results text for Column 4 - 85-100%
Modern leaders are pulled in every possible direction. The nature and volume of meetings, e-mail, and other administrative duties makes it challenging for leaders to pay adequate attention to strategic priorities.Based on your results, you are a strategic thinker and highly effective at managing priorities. You may have opportunities to:<ul><li>Elevate your focus to higher goals (strategy / growth / business transformation)</li><li>Further develop your most talented people to grow your team’s capacity and results</li></ul>
Question 4 results text for Column 1 - 0-40%
Moving things forward as a leader requires being able to effectively influence others at all levels. How you show up to others in meetings and your ability to foster open dialogue are critical enablers.Based on your results, you may have opportunities to:<ul><li>Better prepare for important meetings by understanding your role and how to exercise it</li><li>Do less talking and more listening in meetings.</li><li>Ask questions to encourage the participation of others</li></ul>
Question 4 results text for Column 2 - 40-62%
Moving things forward as a leader requires being able to effectively influence others at all levels. How you show up to others in meetings and your ability to foster open dialogue are critical enablers.Based on your results, you may have opportunities to:<ul><li>Better prepare for important meetings by reading materials in advance</li><li>Do less talking and more listening in meetings.</li><li>Ask open-ended questions to encourage the thoughtful participation of others</li></ul>
Question 4 results text for Column 3 - 63-84%
Moving things forward as a leader requires being able to effectively influence others at all levels. How you show up to others in meetings and your ability to foster open dialogue are critical enablers.Based on your results, you are effective at exerting influence. You may consider the following opportunities to strengthen your influence:<ul><li>In advance of meetings, prepare written notes to capture your questions, thoughts, and key messages</li><li>Ask others to share desired outcomes / what is important to them</li><li>Create a safe environment for the sharing of controversial views</li></ul>
Question 4 results text for Column 4 - 85-100%
Moving things forward as a leader requires being able to effectively influence others at all levels. How you show up to others in meetings and your ability to foster open dialogue are critical enablers.Based on your results, you are a very influential leader. You may have opportunities to:<ul><li>Better anticipate the objectives of others </li><li>Demonstrate vulnerability to enhance trust</li><li>Ask others how you can best support them</li></ul>
Question 5 results text for Column 1 - 0-40%
High performing teams look to their leader for energy and motivation. However, true inspiration is created by genuine, authentic relationships and a strong connection to meaning in one’s work.Based on your results, you may have opportunities to:<ul><li>Better manage distractions</li><li>Pay more attention to the feelings, emotions, and motivations of others</li><li>Be more self-aware of your tone and body language</li></ul>
Question 5 results text for Column 2 - 40-62%
High performing teams look to their leader for energy and motivation. However, true inspiration is created by genuine, authentic relationships and a strong connection to meaning in one’s work.Based on your results, you may have opportunities to:<ul><li>Learn how to set aside distractions</li><li>Pay more attention to the feelings, emotions, and motivations of others</li><li>Be more self-aware of your tone and body language</li></ul>
Question 5 results text for Column 3 - 63-84%
High performing teams look to their leader for energy and motivation. However, true inspiration is created by genuine, authentic relationships and a strong connection to meaning in one’s work.Based on your results, you are a genuine leader who creates positive employee engagement. You may have opportunities to:<ul><li>Learn how to be more present and engaged with others</li><li>Help others to better understand and deal with their own emotions</li><li>Help others to make a connection between their work and the priorities of the company</li></ul>
Question 5 results text for Column 4 - 85-100%
High performing teams look to their leader for energy and motivation. However, true inspiration is created by genuine, authentic relationships and a strong connection to meaning in one’s work.Based on your results, you are able to inspire strong employee engagement and motivation. You may have opportunities to develop your leadership team to:<ul><li>Be more present and engaged as leaders</li><li>Cascade and reinforce the connection between their unit’s work and the purpose of the company</li></ul>
Question 1 %
Question 2 %
Question 3 %
Question 4 %
Question 5 %
Self-Management Percentage
“Self-Management: XX %" - with XX being the average % of questions 1,3,5,7,9
Team Leadership Percentage
“Team Leadership: YY %" - with YY being the average % of questions 2,4,6,8,10
Overall Total Number
This will simply add up all questions and give a total number of points for all.
Overall Current Percentage
Creation note: Change "40" to the number of total points available in this quiz. Remember each question is worth a total of 4 points.

E.g. Total of 6 questions is 4x6 = "24". Total of 8 questions is 4x8 = "32". etc

Step 1 of 11

Final Details