OGC Leadership Competency Self-Assessment

Explore your leadership strengths across the six domains of the OGC Leadership Competency Wheel

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Effective leadership doesn’t look the same at every level. It grows outward, from how you lead yourself, to how you lead others, to how you shape organizations and drive lasting change.

This self-assessment is built around the OGC Leadership Competency Wheel, a research-based framework that organizes leadership capability into six domains across four levels of scope and impact. It takes approximately five minutes to complete and produces an instant profile of your relative strengths and development areas across all six domains.

This tool is designed for individual leaders, HR professionals, and anyone who wants a structured starting point for a leadership development conversation.

Please note: This is a self-reflection tool, not a validated psychometric instrument. Results are meant to prompt honest reflection and are not intended to replace a formal assessment or 360 evaluation.

1. When I receive critical feedback, I reflect on it seriously before deciding how to respond.

Question 1 of 18

2. When I am under pressure or stress, I maintain consistent behavior and avoid taking it out on others.

Question 2 of 18

3. I actively seek out perspectives or information that challenge my existing assumptions.

Question 3 of 18

4. When I need to bring others around to a new idea, I adapt my approach based on what I know about their priorities and concerns.

Question 4 of 18

5. I check for genuine understanding in important conversations rather than assuming agreement.

Question 5 of 18

6. I can build alignment across people who have competing interests or different points of view.

Question 6 of 18

7. Before acting on a problem, I pause to define what the actual problem is rather than jumping to solutions.

Question 7 of 18

8. When making decisions, I actively look for data that might contradict my initial assumptions.

Question 8 of 18

9. I can explain the reasoning behind my decisions in a way that others find credible and clear.

Question 9 of 18

10. I invest time in developing the people I lead, not just in managing their current performance.

Question 10 of 18

11. I give feedback that is specific, timely, and tied to observable behavior rather than general impressions.

Question 11 of 18

12. I create conditions where people on my team feel genuinely able to contribute and take initiative.

Question 12 of 18

13. I connect the work my team does to broader organizational goals in a way that is clear and meaningful to them.

Question 13 of 18

14. When evaluating decisions, I consider second-order consequences and long-term trade-offs, not just immediate outcomes.

Question 14 of 18

15. I use financial and operational data to inform my priorities and recommendations.

Question 15 of 18

16. I anticipate resistance to change and plan for it proactively rather than treating it as a problem when it appears.

Question 16 of 18

17. I actively pursue new approaches or solutions even when existing methods are performing adequately.

Question 17 of 18

18. I create an environment where experimentation is encouraged and failure is treated as a source of learning.

Question 18 of 18


 

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