Reading Your Answers
You’ve done the part that matters most: you answered honestly. This page shows you how to read what you wrote. It takes about ten minutes. Keep the copy of your answers open. It’s in your inbox.
STEP 1: ADD UP FOUR NUMBERS
Your twenty statements fall into four groups of five, one for each dimension of the Leadership Integrity Framework®. Add up your ratings in each group. Each total will be between 5 and 25.
| Statements | Dimension | The question it holds |
|---|---|---|
| 1 to 5 | Purpose: your inner compass, the values and identity you lead from | Who am I in this situation? |
| 6 to 10 | Presence: how your leadership is felt in the room | How am I showing up? |
| 11 to 15 | Partnership: the relationships you lead through, and the trust in them | What are we building together? |
| 16 to 20 | Perspective: the wider system, its patterns and its consequences | What am I not seeing? |
See where you stand
Enter your twenty ratings from the copy of your answers, in order. Your totals add up as you go, and your picture appears once all twenty are in.
Use the numbers 1 to 5. The cursor moves on by itself.
The colored area in each quarter grows with your total. The dashed line marks the highest possible total, 25.
Nothing you enter here is saved or sent anywhere. It stays in your browser and disappears when you leave the page.
STEP 2: SEE WHERE EACH ONE SITS
| Total | Band | What it usually means |
|---|---|---|
| 21 to 25 | Center of Gravity | Reliable and resourced. You lead from here without having to think about it. |
| 16 to 20 | Emerging Capacity | Active in your practice, with room to deepen. |
| 11 to 15 | Growth Edge | Present, but used inconsistently or only when conditions are easy. |
| 10 or below | Potential Blind Spot | Possibly missing from how you lead now, or not yet in view. |
A band is your own view of yourself today. It isn’t a verdict, and it isn’t a comparison with anyone else. Most senior leaders rate themselves generously, which is one more reason the next step matters more than this one.
STEP 3: FIND YOUR LARGEST GAP
The framework’s central idea is that the four dimensions are not separate skills. The trouble usually lives between them. So look for the two totals that are furthest apart. That distance is usually more useful than any single score.
If your largest gap matches one of these, read the line beside it:
| Stronger | Weaker | What the gap often looks like |
|---|---|---|
| Purpose | Presence | Values that never quite reach the room |
| Presence | Partnership | Performance without real connection |
| Partnership | Perspective | Relationships without direction |
| Perspective | Purpose | Strategy without soul |
If your gap is a different pair, ask yourself: What does my strongest dimension do for me that my weakest one can’t? And where have I been letting the strong one cover for the weak one?
If all four totals are within three points of each other, your scores are even. That’s common, and it isn’t a non-result. Go straight to Step 4. It will tell you more than the numbers.
STEP 4: GO BACK TO WHERE YOU PAUSED
The last question on the form asked which statement made you pause the longest. Read that statement again, slowly.
A pause usually means the honest answer and the answer you’d like to give weren’t the same. Which one did you write down? Whichever it was, that statement is probably closer to your real question right now than anything your totals say.
STEP 5: TAKE ONE SET OF QUESTIONS INTO THE NEXT WEEK
In the book, each dimension comes with questions meant to carry into real decisions, not be answered once. Take the set for your weakest dimension, or for the weaker side of your largest gap, and bring it into one real situation this week.
Purpose: What do I believe about this situation? Are my values being honored or compromised? How does this connect to what matters most? What internal signals should I be listening to?
Presence: How am I showing up right now? What will others see, hear, and feel? Am I conveying trust and stability? Is my behavior aligned with who I want to be as a leader?
Partnership: Who is affected by this decision? Whose voice might be missing? How am I building or eroding trust in this moment? Am I inviting collaboration or closing it down?
Perspective: Are we solving the right problem? What are the ripple effects? How does this connect to our broader strategy and stakeholder needs? What assumptions might I be making?
THIS IS A SNAPSHOT
Your answers describe how you’re leading now, in this role and this season. A new position, a crisis, or a stretch of real growth will move them. Come back in six months and take it again. The change between the two is often the most interesting thing it shows you.
If something in the assessment or here confused you, or a statement missed what matters, write to me at lifbook@mariawade.us. I answer every personal email.