My team would be surprised if they saw how I handle situations when no one is watching.

I have held others to a standard I quietly exempted myself from recently.

When a values-based decision became costly, I found a way to reframe it as a reasonable exception.

People on my team have stopped referencing our stated values in conversations, and I haven't asked why.

My team has learned to gauge my mood before bringing me something important.

A decision I made last month contradicts a standard I enforced the month before, and I never explained the difference.

The way I handle things on a good day and a hard day would look like two different leaders.

People on my team are waiting for me to tell them things they should already feel empowered to decide.

Someone on my team learned about a significant decision the same way everyone outside the organization did.

I have stayed quiet about something important because I was still working out what to do about it.

My team has had to piece together what was happening from sources other than me.

I have delivered a message I thought was clear, and later discovered people heard something entirely different.

If I stepped away for two weeks, I am not confident the work would continue at the same level.

At least one person I hired, promoted, or assigned is now in a role that exceeds their current capability.

My team is solving the same problems repeatedly because we fix the incident but not the system.

The individuals most central to our performance are also the least replaceable, not because they are impossible to replace, but because we have not built enough around them.

I have assigned more work to someone because they are reliable, without checking whether they have room for it.

A high performer on my team has gone quiet recently, and I haven't had a direct conversation about it.

My team is working at a pace I would not be comfortable describing out loud to their families.

I have told someone their workload would get better, and it hasn't.

After I explain a priority, different people on my team act on it differently, and I attribute that to them.

I have described what I want without being able to define what "done" actually looks like.

A decision I believed was settled was later reopened because others were not clear that it had actually been finalized.

My team is working hard on things that may not be the most important things right now.

There is a conversation I have been meaning to have for more than two weeks that I still haven't scheduled.

Someone on my team is underperforming, and the people around them know it, except for the person themselves.

I have let a situation continue longer than I should have because I was hoping it would resolve on its own.

My team has stopped pushing on an issue I should have resolved because they no longer believe it is likely to change.