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When entering into a new professional role or space, I’m most likely to…

Read and review available research and journals on seminal topics Browse online for articles and current information on hot topics Combine light research with some informal conversations, depending on what’s accessible Ask around or follow what peers are saying to get a sense of the landscape Set up one-on-one conversations with respected people in the field to learn directly from them

The best thing about colleague collaboration is…

Gaining access to others’ expertise so I can solve problems more effectively Splitting up work based on strengths so everything gets done faster and better Getting different perspectives to improve the outcome overall Feeling supported and knowing I’m not doing the work alone Building strong bonds that make the work more meaningful and enjoyable

When teaching or training others, I prioritize…

Structured data, research findings, or clearly sourced materials Frameworks, models, or summary notes that organize the key points A clear takeaway they can remember and apply, even if the topic is new Real-world examples, scenarios, or case studies that show how it works My own experience, including what I learned from it

When I leave a meeting, I want people to think of me as…

The problem solver who cuts through noise and gets things unstuck The cool head in a crisis who stays calm and keeps things moving The consistent, self-aware presence who knows when to speak and when to listen The warm, supportive ally who helps people feel comfortable and understood The mediator who brings people together and finds common ground

I've written something good. Making it great will require…

More polished, professional language that signals sophistication and authority Simpler phrasing and clear structure that makes complex ideas easier to grasp A tone that sounds exactly like how I actually talk and think Real-world references, cultural moments, or examples that create a human connection Strong tone and personality: using humor, insight, sharp lines, or personal stories to make it memorable

After taking care of the immediate crisis, I debrief with my team. Here’s how I open that conversation…

“This wasn’t ideal, but we need to realign and move forward. Here’s the plan.” “Let’s quickly walk through what happened so we can avoid it next time.” “It’s been a tough stretch. Let’s pause and get our bearings before we decide what’s next.” “I know this impacted a lot of people, and I want to acknowledge that before we jump to fixes.” “I want to hear how this felt for you—what worked, what didn’t, and what I could’ve done differently.”

I’m likelier to sign my emails like…

Formal tone: ‎ ‎ Respectfully‎ ‎ or‎ ‎ Regards‎ Professional standard: ‎ ‎ Warmly‎ ‎ or‎ ‎ Best‎ Minimalist :‎ No sign-off. Just my name. Possibly not even that. Grateful closure :‎ ‎ ‎‎Thanks again. Really appreciate you jumping in on this!‎ Playful sign-off :‎ ‎ Talk soon 😊‎ ‎ or ‎ ‎ Ciao for now! 👋✌️

The idea of bringing my whole self to work is…

Foreign to me. Work is work. Personal life should stay separate. Something I respect in theory, but I choose to keep my personal side private. Contextual. I share parts of myself when it feels appropriate or useful. A value I try to live out. Being myself helps build trust and connection. Core to how I work. I can’t lead or contribute fully without authenticity.

I prioritize…

Impact Intent

When I first sit down with a client, I make sure they understand that…

I’m the expert. I’ve done this before, I know what works, and I’m here to lead. I’ve got a clear process. If they follow it, we’ll get where they want to go. I’m here to listen first, then decide how to move forward based on what I hear. I’m here to collaborate. We each bring something to the table, and we’ll figure it out together. I’m in their corner. They set the tone, and I’m here to support their goals in whatever way I can.

When training someone on a client-facing workflow or process, I prefer to…

Ensure they’ve fully mastered the material before they interact with clients. No surprises, no improvising. Walk them through the full process, test their understanding, and observe a roleplay with a colleague before letting them step in. Give them the tools, answer questions, and let them try it when they feel ready. Let them shadow me, ask questions in real time, and step in gradually when it makes sense. Bring them into the room early, talk through my approach out loud, and hand things off as soon as they’re ready to try.

A client comes to me with a detailed description of a complex problem they’re facing. I typically…

Take it offline, do a full analysis on my own, and come back with a single, clear solution they can implement. Review everything myself, then send back a few strategic options they can choose from, with pros and cons. Take time to think, then follow up to compare notes and align on what we both think makes sense. Stay in active conversation as we talk through what’s going on and build a roadmap together. Stay in real-time dialogue until we fully co-create the solution, combining our thinking as we go.

I feel like I’m fully trained on something when I…

Can explain every step of the process, answer technical questions, and spot any mistake someone else might make. Know the dos and don’ts, can troubleshoot confidently, and have refined my own way of doing it. Can get it done without help and know what to do if something unexpected comes up. Understand how my part fits into what others are doing and how we make it work together. Can explain not just how it works, but why it matters to the people, the mission, and the company as a whole.

When speaking about my work, I prefer to…

Speak as myself. I use “I” to refer to myself as an individual and feature the human face of the company Speak as my company. I use “we” to suggest that the company operates as a unified whole

When I don’t understand something, I would rather…

Be given the source material so I can study it in depth and figure it out on my own. Get a clear, structured explanation and then take time to process it privately. Ask a few clarifying questions and move forward once I feel generally oriented. Talk it through with someone and ask questions as they come up, even if it takes a while. Have someone break it down simply, stay with me while I learn, and make sure I fully get it before we move on.

I prioritize…

Operations Culture

I prioritize…

Autonomy Alignment

I prioritize…

Making it right Making it ours

At work, I’m known for being…

The deep expert; if it’s in my domain, I know it inside and out. The go-to person for a specific area, with a few adjacent strengths I’ve built over time. Reliable across a range of tasks. Whatever needs doing, I usually know enough to handle it. Someone who can jump into anything quickly, even if it’s new. I learn on the fly. A generalist with range. I connect dots across different topics and pitch in wherever I’m needed.

I’m all about…

Finishing what we said we’d do. It matters to me that we hit the goal on time, on scope, no excuses. Getting results that hold up. I’ll make tradeoffs in creativity or collaboration if it means the outcome is strong. Doing solid work without getting too caught up in either deadlines or perfection. Letting the work adapt as we go. I’ll let go of original goals if better ideas emerge midstream. Exploring what the work reveals. I’m more interested in where it takes us than where we said we were going.

How do you benchmark the value of your work?

It achieved what it set out to do. It was delivered on time, met the brief, and hit the key benchmarks. It drove real results: people used it, acted on it, or made decisions because of it. It felt strong, complete, and true to the quality I expect of myself. It pushed me to grow and created a clear result I’m proud of. It made me better. I learned something, stretched myself, or deepened my craft, even if no one else saw it.

I worked very hard on something and met all project specs, but it’s been met with critical reception. I immediately feel like…

The work was good. If they didn’t like it, that’s their issue. It’s not a reflection of the quality. I’m confused. I know it was solid, but if it missed the mark with them, something needs to change. The feedback is useful, but it doesn’t automatically change how I feel about the work itself. Their reaction matters. Even if the product was strong, if they didn’t feel good about it, that weakens the outcome. If they’re disappointed, then I failed. The quality of their experience is what defines success.

A recurring meeting needs to be adjusted at the last minute. I would rather…

Keep the scheduled time and make the most of it. We committed to this slot, and I planned around it. Even partial progress is still progress. Reschedule to a time that gives us full participation and space to think. The quality of the conversation matters more than the timing.

What determines whether your day was a good one?

I got stuff done. Doesn’t matter how I felt; output is what counts. I made progress on my goals and didn’t feel terrible doing it. I got enough done and felt okay about most of it. I stayed mostly in a good headspace, even if my to-do list suffered a little. I felt good. Doesn’t matter how much I accomplished.

A meeting has done what it’s supposed to do if…

We stick to the agenda, make real-time decisions, outline next steps, and get through it without tangents or small talk. Meetings are about goals. We loosely follow the agenda, plan out next steps, and leave space for questions, diversions, and a bit of connection. It depends on the meeting. Guiding questions have sparked discussion, an idea has been sketched out on the whiteboard, unexpected connections have been explored. We keep things fluid, discussion-driven, allowing space for creative tangents that get people thinking and speaking up. Meetings are for building connection.

I prefer to give feedback…

I write it down, share it, and we handle the conversation asynchronously. I write down my thoughts first, then we talk it through live. It depends on the person or situation. I’ve thought it through beforehand and know what I’ll say in live conversation. I give it off the cuff, in real time, as thoughts come to me.

I prioritize…

Moving up the ladder Gaining a more robust skillset

Your organization has decided to incorporate AI into your daily workflow. You are…

Resistant. Just because the tool exists doesn’t mean it should be used. I need to understand the risks and limits first. Cautious. I’ll test it out on low-stakes tasks, but I’m not sold on its reliability or long-term value. Open but selective. If it adds value, I’ll use it—but only for the right kinds of work. Curious. I’m experimenting with different tools to see how they can improve efficiency or spark new ideas. Enthusiastic. If it saves time or opens new possibilities, I’m all in. I’m ready to dive in and figure it out.

Your company announces it's replacing its long-standing annual retreat with a new rotating series of regional meetups. You think…

That’s a mistake. The retreat was a core part of our culture and shouldn’t be messed with. I’m skeptical. Those shared traditions mattered, and I’m not sure this will feel the same. I’ll wait and see. If it works, great—if not, we’ll pivot again. Could be a smart move. It might make things more accessible and personalized. Love it. Reinventing rituals keeps things fresh and aligned with real needs.

I would be more comfortable saying…

“I’ve designed a program from which everyone can benefit.” “I’ve designed a program that everyone can benefit from.”

I am most impressed by someone who has…

Committed to one company for decades, building trust and rising through consistency Mastered a single role or function, regardless of company or industry Built a strong career foundation, then adapted as needed to new roles or challenges Taken on multiple roles in different sectors to accelerate learning and broaden perspective Designed a career path around constant reinvention, novelty, and interdisciplinary exploration

I prioritize…

Delivering value to customers and returns to investors Solving real-world problems and helping people thrive

Contact Information

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t

When entering into a new professional role or space, I’m most likely to…

The best thing about colleague collaboration is…

When teaching or training others, I prioritize…

When I leave a meeting, I want people to think of me as…

I've written something good. Making it great will require…

After taking care of the immediate crisis, I debrief with my team. Here’s how I open that conversation…

I’m likelier to sign my emails like…

The idea of bringing my whole self to work is…

I prioritize…

When I first sit down with a client, I make sure they understand that…

When training someone on a client-facing workflow or process, I prefer to…

A client comes to me with a detailed description of a complex problem they’re facing. I typically…

I feel like I’m fully trained on something when I…

When speaking about my work, I prefer to…

When I don’t understand something, I would rather…

I prioritize…

I prioritize…

I prioritize…

At work, I’m known for being…

I’m all about…

How do you benchmark the value of your work?

I worked very hard on something and met all project specs, but it’s been met with critical reception. I immediately feel like…

A recurring meeting needs to be adjusted at the last minute. I would rather…

What determines whether your day was a good one?

A meeting has done what it’s supposed to do if…

I prefer to give feedback…

I prioritize…

Your organization has decided to incorporate AI into your daily workflow. You are…

Your company announces it's replacing its long-standing annual retreat with a new rotating series of regional meetups. You think…

I would be more comfortable saying…

I am most impressed by someone who has…

I prioritize…

Contact Information

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