Executive Effectiveness Self-Assessment.

Give the person at the top an honest read of themselves across the parts of the role, because leaders are the last to assess themselves clearly.

Read yourself across the role. Mark each: strong, stretched, or struggling.

Part of the role	Strong / stretched / struggling
Setting direction: do I keep the organization pointed the right way?
Leading the team: do I develop the people who lead, or do their work?
Deciding: do I decide what is mine and let go of what is not?
Managing the board: do I keep them informed and bring them real decisions?
Managing the staff: do I lead them, or supervise every detail?
Sustaining myself: am I working at a pace I could hold for years, or am I burning down?

Part of the role

Strong / stretched / struggling

Setting direction: do I keep the organization pointed the right way?

Leading the team: do I develop the people who lead, or do their work?

Deciding: do I decide what is mine and let go of what is not?

Managing the board: do I keep them informed and bring them real decisions?

Managing the staff: do I lead them, or supervise every detail?

Sustaining myself: am I working at a pace I could hold for years, or am I burning down?

Two honest questions

What am I doing that is not really mine to do?

What would the people around me say I most need to get better at?

If you have a board evaluation, lay it next to this. Where they differ, sit with the gap:

Your one or two struggling areas are where your development plan will focus. The sustaining-yourself line is a warning light; if it is red, the honest edge in the guide matters more than any plan.

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Feeds the Only-You Filter and the Executive Development Plan. Back to the guide, or start over.