Four Levels of Thinking as a Geek Leader Assessment

Question 1 of 20

1. Question

Category: Level 1 – Individual

Technical Problem-Solving

How would you describe your approach to solving technical problems in your area of expertise?

IndividualI follow established procedures for common problems. For unfamiliar issues, I typically need significant guidance from others to reach a solution.
IndividualI can solve routine problems independently and have developed some troubleshooting strategies. For complex issues, I often need consultation to determine the best approach.
IndividualI methodically work through most technical problems independently. I know when to research solutions versus when to ask for help. I document my solutions for future reference.
IndividualI effectively solve complex technical problems by breaking them down systematically. I can explain my reasoning process to others and adapt proven solutions from other contexts.
IndividualI develop frameworks for solving classes of problems rather than just individual issues. Others seek my input on difficult problems, and I can guide less experienced team members through the troubleshooting process.

Question 2 of 20

2. Question

Category: Level 1 – Individual

Technical Learning and Application

How would you describe your approach to solving technical problems in your area of expertise?

IndividualI follow established procedures for common problems. For unfamiliar issues, I typically need significant guidance from others to reach a solution.
IndividualI can solve routine problems independently and have developed some troubleshooting strategies. For complex issues, I often need consultation to determine the best approach.
IndividualI methodically work through most technical problems independently. I know when to research solutions versus when to ask for help. I document my solutions for future reference.
IndividualI effectively solve complex technical problems by breaking them down systematically. I can explain my reasoning process to others and adapt proven solutions from other contexts.
IndividualI develop frameworks for solving classes of problems rather than just individual issues. Others seek my input on difficult problems, and I can guide less experienced team members through the troubleshooting process.

Question 3 of 20

3. Question

Category: Level 1 – Individual

Self-Management and Accountability

How do you manage your work responsibilities and commitments?

IndividualI handle assigned tasks as they come. I sometimes need reminders about deadlines or priorities. When facing obstacles, I typically wait for guidance on how to proceed.
IndividualI keep track of my commitments and usually meet deadlines. I communicate when I’m falling behind but may wait until problems are significant. I try to solve obstacles before escalating them.
IndividualI consistently plan my work and manage priorities effectively. I proactively communicate status and risks, providing early warning of potential issues. I take ownership of problems within my scope.
IndividualI excel at managing multiple responsibilities and consistently deliver high-quality work on time. I create systems to track commitments and progress. When issues arise, I present potential solutions alongside problems.
IndividualI develop and share effective work management systems with others. I consistently exceed expectations while maintaining sustainable work practices. I help others improve their self-management approaches.

Question 4 of 20

4. Question

Category: Level 1 – Individual

Communication and Collaboration

How do you communicate and collaborate with other team members on technical work?

IndividualI communicate when directly asked and focus primarily on my assigned tasks. I participate in team meetings but typically don’t volunteer information unless specifically requested.
IndividualI share updates about my work in standard formats. I respond constructively to questions about my work and occasionally offer help to teammates when I see them struggling.
IndividualI regularly reflect on how to improve technical processes and outcomes. I take initiative to implement meaningful improvements within my scope of responsibility. I seek feedback to identify growth opportunities.
IndividualI tailor my communication to different audiences and needs. I facilitate productive technical discussions and ensure everyone’s input is considered. I actively look for ways to support team members’ success.
Individual5. I develop communication practices that enhance team effectiveness. I help resolve communication challenges between team members. I create collaborative environments where everyone contributes their best work.

Question 5 of 20

5. Question

Category: Level 1 – Individual

Initiative and Continuous Improvement

How do you approach improving your work and technical environment?

IndividualI follow established processes and implement improvements when directed. I focus on completing assigned tasks rather than looking for ways to enhance our technical systems or practices.
IndividualI suggest improvements when I notice obvious issues. I occasionally research better approaches to familiar problems. I implement small enhancements within my own work area.
IndividualI regularly reflect on how to improve technical processes and outcomes. I take initiative to implement meaningful improvements within my scope of responsibility. I seek feedback to identify growth opportunities.
IndividualI systematically evaluate areas for improvement and take action without being prompted. I consider both immediate fixes and long-term enhancements. I actively experiment with better approaches to technical problems.
IndividualI cultivate a mindset of continuous improvement across my team. I develop frameworks for evaluating and implementing enhancements. I connect technical improvements to business outcomes and mentor others in this approach.

Question 6 of 20

6. Question

Category: Level 2 – Team Member

Collaborative Problem Solving

How do you approach solving complex technical problems as part of a team?

Member I focus on the parts assigned to me and complete my tasks independently. I update the team when my work is done or if I’m stuck.
Member I work on my assigned tasks but will reach out to teammates when facing challenges. I share my solutions after I’ve completed them.
Member I actively participate in group discussions about technical challenges. I balance independent work with collaboration and regularly check in with teammates working on related areas.
Member I help establish a collaborative approach to complex problems, seeking input from teammates with different perspectives. I connect my work with the larger team goals and initiate discussions about potential integration challenges.
Member I create environments where collaborative problem-solving thrives. I facilitate technical discussions that leverage everyone’s strengths, proactively identify cross-functional dependencies, and help others understand how their contributions fit into the larger solution.

Question 7 of 20

7. Question

Category: Level 2 – Team Member

Communication and Knowledge Sharing

How do you approach communication and knowledge sharing within your team?

Member I respond to direct questions about my work when asked. I document my code when required but focus primarily on getting my tasks done.
Member I provide regular updates on my progress in team meetings. I document my work for others to understand and will explain my approach when someone asks.
Member I proactively communicate my progress, challenges, and decisions. I create clear documentation and am willing to pair program or conduct code walkthroughs to share knowledge.
Member I tailor my communication style to different team members’ needs. I create resources that make knowledge accessible to others and actively look for opportunities to share insights that might benefit the team.
Member I establish communication patterns that improve team effectiveness. I create systems for knowledge sharing that outlast individual projects, anticipate information needs, and help others develop their communication skills.

Question 8 of 20

8. Question

Category: Level 2 – Team Member

Team Commitment and Reliability

How do you demonstrate commitment to your team’s goals and reliability as a team member?

Member I complete my assigned tasks by the deadline. I attend required team meetings and respond to urgent requests from teammates.
Member I consistently meet my commitments and communicate early if I might miss a deadline. I participate actively in team meetings and am generally available to help teammates.
Member I take ownership of team outcomes beyond my individual tasks. I follow through on commitments reliably, proactively communicate progress, and volunteer to help with team challenges.
Member I demonstrate consistent reliability and take initiative to remove obstacles for the team. I help establish realistic commitments, maintain transparency about capacity, and balance team priorities with individual responsibilities.
Member I model commitment that inspires others. I help create a culture of accountability, proactively identify and address potential bottlenecks, and help the team adapt to changing priorities while maintaining reliability.

Question 9 of 20

9. Question

Category: Level 2 – Team Member

Feedback and Continuous Improvement

How do you approach giving and receiving feedback within your team context?

Member I accept feedback when it’s provided during formal reviews. I occasionally offer technical suggestions when I notice obvious issues in others’ work
Member I implement specific changes in my work based on feedback received from team members. I provide constructive technical feedback during code reviews and team discussions.
Member I actively seek feedback regularly and use it to improve. I provide balanced, actionable feedback to teammates in a supportive way and contribute actively to process improvement discussions.
Member I create opportunities for mutual feedback that strengthen team relationships. I help establish team norms around constructive feedback and actively contribute to retrospectives with insights about team dynamics.
Member I foster a culture of continuous improvement through thoughtful feedback exchange. I help others develop their feedback skills, facilitate team discussions that lead to meaningful improvements, and model vulnerability in receiving feedback.

Question 10 of 20

10. Question

Category: Level 2 – Team Member

Balancing Individual Contributions with Team Goals

How do you balance focusing on your individual technical contributions with supporting broader team goals?

Member I concentrate on delivering my assigned tasks well. I help others only when my own work is complete or when directly asked.
Member I complete my work reliably and respond to requests from teammates. I participate in team planning sessions and adjust my priorities when asked.
Member I actively look for ways my work can contribute to team success. I balance personal productivity with supporting teammates and willingly shift priorities to address team bottlenecks.
Member I consistently align my technical decisions with team goals. I proactively identify opportunities to leverage my strengths for team benefit and help create solutions that maximize collective impact.
Member I help establish a team-first mindset that enhances both individual and collective performance. I create connections between specialized work areas, identify opportunities for collaboration that produce better outcomes, and help others see how their work impacts team success.

Question 11 of 20

11. Question

Category: Level 3 – Team Leader

Team Capacity Building

How do you approach increasing your team’s overall capacity and effectiveness?

Leader I focus on making sure that everyone has enough work. When we need more capacity, I request additional headcount or extend deadlines.
Leader I identify bottlenecks in our workflow and implement basic process improvements. I match assignments to individual strengths and provide training for skill gaps.
Leader I regularly review team processes and implement efficiency improvements. I foster cross-training to increase flexibility and ensure knowledge isn’t siloed within individual team members.
Leader I’ve developed a strategic approach to capacity building that includes process automation, skill development pathways, and collaborative workflows. I measure capacity improvements and adjust our approach based on data
Leader My team consistently delivers more value with the same resources through systematic improvements to processes, skills, and collaboration. Team members proactively identify and implement capacity improvements, and our approach has been adopted by other teams.

Question 12 of 20

12. Question

Category: Level 3 – Team Leader

Permission-Based Influence

How do you establish and utilize influence beyond your formal authority?

Leader I rely primarily on my position when directing team activities. When team members or stakeholders disagree, I typically escalate to higher management for resolution
Leader I build basic rapport with my team and key stakeholders. I explain the reasoning behind decisions and listen to concerns, though I sometimes struggle to gain buy-in for difficult changes.
Leader I invest time in understanding individual motivations and building trust with team members and stakeholders. Most team members follow my lead because they respect my judgment, not just because of my position.
Leader I’ve established strong relationships across the organization based on mutual trust and demonstrated value. I can successfully influence decisions outside my direct authority by connecting initiatives to others’ goals and values
Leader I have deep, trust-based relationships throughout the organization that allow me to drive significant change with minimal resistance. Team members and peers actively seek my input on initiatives outside my formal responsibilities, and I’ve helped other leaders develop their influence skills.

Question 13 of 20

13. Question

Category: Level 3 – Team Leader

Performance Management and Feedback

How do you approach managing performance and providing feedback to your team?

Leader I provide feedback during required performance reviews. I typically focus on highlighting problems after they occur and recognition for exceptional achievements
Leader I provide periodic feedback to team members on both strengths and areas for improvement. I have regular one-on-ones but sometimes struggle with addressing performance issues promptly.
Leader I maintain a consistent feedback system with regular check-ins for each team member. I address both positive contributions and performance concerns promptly, and most team members have clear development goals.
Leader I’ve implemented a comprehensive performance management approach that includes regular feedback, coaching sessions, and peer recognition. Team members receive specific, actionable input on their work and behavior, with measurable improvement goals.
Leader My team has a feedback-rich culture where continuous improvement is the norm. Team members regularly exchange constructive feedback with each other, self-assess accurately, and take ownership of their development. Our approach to performance management has been recognized as a model for other teams.

Question 14 of 20

14. Question

Category: Level 3 – Team Leader

Strategic Alignment and Vision

How do you ensure your team’s work aligns with broader organizational goals and create a compelling vision?

Leader I focus on completing assigned projects and meeting deadlines. I share organizational announcements with the team but primarily concentrate on tactical execution.
Leader I explain how our projects connect to department goals. I prioritize work based on manager guidance and communicate basic expectations to the team about our objectives.
Leader I regularly connect our team’s work to organizational strategy and ensure team members understand the ‘why’ behind priorities. I collaborate with stakeholders to align our roadmap with business needs and communicate a clear direction to the team.
Leader I’ve developed a compelling vision for our team that connects to organizational strategy while energizing team members. I proactively identify strategic opportunities, adjust priorities based on changing business needs, and ensure resources are aligned with highest-value activities.
Leader My team operates with a clear understanding of how their work drives organizational success. Team members make decisions autonomously that consistently align with our strategic direction. Our vision and execution approach have influenced organizational strategy, and other leaders seek my input on strategic planning.

Question 15 of 20

15. Question

Category: Level 3 – Team Leader

Leadership Development and Empowerment

How do you approach developing leadership capabilities in your team members?

Leader I assign tasks based on team members’ existing skills. I provide direction when asked but primarily focus on ensuring deliverables are completed correctly.
Leader I occasionally give team members opportunities to lead small projects or meetings. I provide feedback on their performance and offer guidance when I see them struggling.
Leader I regularly identify growth opportunities for each team member and delegate meaningful responsibilities. I balance providing guidance with allowing them space to develop their own leadership approaches.
Leader I create a development plan with each team member that includes leadership growth. I systematically rotate leadership responsibilities, provide coaching, and ensure team members receive visibility with stakeholders.
Leader I’ve established a comprehensive leadership development framework within my team. Team members regularly lead significant initiatives, mentor others, and several have been promoted to leadership positions based on capabilities developed under my guidance.

Question 16 of 20

16. Question

Category: Level 4 – Team Builder

Leadership Development Approach

How do you approach developing leadership capabilities in your direct reports who lead teams?

Builder I assign management responsibilities to those who show potential. When they ask for help, I provide advice based on what worked for me.
Builder I meet regularly with my team leaders to review their performance and suggest leadership tactics. I recommend resources when they face challenges.
Builder I create structured development plans for each team leader based on their strengths and weaknesses. I provide regular coaching sessions and encourage them to develop their own leadership styles.
Builder I integrate leadership development into our workflow through deliberate mentoring and progressive responsibility. I systematically help my leaders identify their growth edges and create experiences that challenge them appropriately.
Builder I’ve established a comprehensive leadership pipeline with clear progression paths. I tailor development approaches to each leader’s style, ensure they can develop others effectively, and measure success by how well their teams perform independently.

Question 17 of 20

17. Question

Category: Level 4 – Team Builder

Building Leadership Networks

How do you facilitate connections and collaboration among the various team leaders in your organization?

Builder I introduce team leaders to each other when there’s a specific need for them to work together. I resolve conflicts between teams when they arise.
Builder I organize occasional meetings where team leaders can share updates and challenges. I try to identify opportunities for teams to collaborate on projects.
Builder I establish regular forums for team leaders to exchange ideas and best practices. I actively connect leaders with complementary strengths and encourage peer mentoring.
Builder I’ve created a leadership community with structured knowledge sharing and collaborative problem-solving. I facilitate relationship-building between leaders and help them leverage their collective wisdom.
Builder I’ve built an interconnected leadership ecosystem where leaders learn from and support each other autonomously. I systematically rotate leaders through different contexts to build organizational resilience and shared understanding.

Question 18 of 20

18. Question

Category: Level 4 – Team Builder

Scaling Your Leadership Impact

How do you ensure your leadership principles and values scale effectively through multiple layers of leadership?

Builder I clearly explain my expectations to my direct leadership reports and trust them to convey these to their teams.
Builder I document our leadership values and principles and periodically check that my team leaders are applying them. I correct misalignments when I notice them.
Builder I regularly discuss our leadership philosophy with all levels of leadership. I create scenarios and case studies to help leaders understand how to apply our values in different contexts.
Builder I’ve developed frameworks that help leaders translate our principles into their own authentic leadership styles. I facilitate sessions where leaders at different levels calibrate their understanding and application of our values.
Builder I’ve built a self-reinforcing leadership culture where our values and principles are expressed uniquely but consistently across the organization. I measure how effectively our leadership principles translate into team behaviors and results at each organizational level.

Question 19 of 20

19. Question

Category: Level 4 – Team Builder

Developing Business Systems Thinking in Leaders

How do you help your team leaders understand and navigate the broader organizational and market contexts their teams operate within?

Builder I inform my team leaders about important organizational changes and explain how these affect their teams’ priorities.
Builder I regularly share business updates with my team leaders and help them connect their teams’ work to larger organizational goals.
Builder I ensure my team leaders understand our business model and market position. I guide them in analyzing how their decisions impact other teams and organization-wide objectives.
Builder I systematically develop my leaders’ strategic thinking by involving them in higher-level planning. I help them build relationships across the organization and understand interdependencies between different business functions.
Builder I’ve created frameworks that help my leaders see and manage complex organizational systems. They independently identify second and third-order effects of technical and team decisions, and collaborate effectively with leaders outside their immediate domain to optimize for enterprise-wide outcomes.

Question 20 of 20

20. Question

Category: Level 4 – Team Builder

Building Sustainable Leadership Capacity

How do you ensure the leadership capacity you build remains resilient and continues to grow even during your absence or after your departure?

Builder I document my approaches and knowledge so others can reference them. I identify potential successors for key leadership positions.
Builder I delegate important responsibilities to test and develop my leaders’ capabilities. I provide feedback on their decisions and help them learn from mistakes.
Builder I intentionally step back from areas where my leaders are capable, even when I could do things faster. I create opportunities for them to gain visibility with higher leadership and lead significant initiatives.
Builder I systematically distribute authority and knowledge so no single leader is indispensable. I create leadership redundancy through cross-training and ensure leaders build their own succession plans.
Builder “I’ve established self-sustaining leadership development systems where leaders continuously identify and develop future leaders. My team’s leadership capacity and effectiveness continue to grow during my extended absences, and the leadership culture I’ve built outlasts individual leaders.