People Leadership Style test

Toward the high end, people tend to notice when someone's workload, confidence or life outside work is affecting the work, and raise it early. That can head off a problem before it reaches delivery, though it takes time, and not everyone wants their manager to ask. Toward the low end, people tend to keep conversations on deliverables and deal with people issues once they show up in the work. That keeps the focus sharp, but early signals can be missed until they become urgent.

Leads with the task

You tend to keep people matters apart from delivery until they turn urgent. The work keeps moving, but you may hear about a problem late.

In your one-to-ones this week, ask about workload before you ask about deadlines.

Catches the clear signs

You pick up on someone's context when the signs are clear. Quieter changes may go unnoticed until they start to press on delivery.

This week, ask two people you lead how the next fortnight looks for them, rather than waiting for a sign.

Notices what people carry

You tend to notice early when someone's workload or circumstances may affect their work, and treat it as part of the job. That attention takes time, and some people may prefer to raise things themselves.

When you notice something this week, ask the person what would help before you change their work for them.

Toward the high end, people tend to say what good looks like, name it plainly when it has not been met, and keep the conversation about the work rather than the person. Used on every small miss, that can start to feel like close checking. Toward the low end, people tend to give a lot of room and put off difficult conversations about standards. That can protect goodwill for a while, but expectations can drift and the conversation tends to get harder later.

Gives people room

You tend to give people room and put off difficult conversations about standards. That can keep things calm, but a missed expectation may go unsaid.

This week, pick one expectation that has slipped and tell the person in one sentence what good looks like and by when.

Names most standards

You often name the standard clearly, but the harder conversations about it can wait for a better moment, and expectations can blur in the meantime.

Write down one conversation about a standard that you have been putting off, and have it before the week ends.

Holds a clear standard

You tend to say plainly what good looks like and raise a missed standard without making it personal. That keeps expectations clear, though small slips may get more attention than they need.

The next time you raise a miss this week, ask how the person plans to close the gap before you offer your own fix.

Toward the high end, people tend to spell out who owns each next step and check that a plan has landed rather than relying on one discussion. In a small, settled team that can feel like more process than the work needs. Toward the low end, people tend to assume a plan is understood because it was discussed once. That saves time when everyone shares the context, but in a busy or changing team people can leave the same meeting with different ideas of what they own.

Trusts the plan landed

You tend to treat a plan as understood once it has been discussed. That can save time, but owners and next steps may stay open to interpretation.

At the end of your next team discussion, ask each person to say in one line what they now own.

Names the main owners

You usually turn expectations into owners and next steps, but some plans still rest on a single discussion, and people may take different things from it.

After one team discussion this week, send round a short note of who owns what and by when, even if it was all said aloud.

Spells out ownership

You tend to turn expectations into named owners and next steps, and check that a plan has landed rather than trusting one discussion. A settled team may need less of that follow-up than you give.

This week, ask someone else to write up the owners and next steps after a team discussion, and compare it with what you would have written.