Leadership Narrative Assessment | iJourney
Narrative Assessment

Discover the Story Behind Your Leadership Decisions

Every leader operates from an internal narrative shaped by experience, identity, and unexamined assumptions. In the next few minutes, explore three scenarios to reveal which established psychological patterns influence your decision-making—and how they might be serving or limiting your next chapter.

Based on validated frameworks from narrative therapy, transactional analysis, and leadership psychology research

Step 1 of 5

Your Current Chapter

Understanding your context helps us interpret your results through the appropriate lens.

Scenario 1 of 3

The Critical Moment

Context: You're 6 weeks from a major launch or deadline
Your key lieutenant—the person responsible for execution—just resigned unexpectedly. They'll be gone in two weeks. You have 48 hours to decide the path forward.
  • The role is specialized; external hiring will take 8-12 weeks minimum
  • You have two junior team members who could potentially step up
  • Delaying the launch costs approximately $200K in lost momentum
  • Your board is watching this closely
Promote from within immediately Give the junior team member a shot with intensive support. Better to maintain momentum and develop talent than delay for the perfect external hire.
Delay the launch to hire properly The cost of a mis-hire or failed launch is higher than the delay. Use the time to find someone exceptional, even if it pushes timeline.
Absorb the role yourself temporarily Step in directly to ensure quality. You'll work 80-hour weeks for the next month, but the launch will meet your standards.
Restructure the initiative entirely Use this as an opportunity to redesign the approach. Maybe there's a leaner way to achieve the outcome without this critical dependency.
Scenario 2 of 3

The Strategic Crossroads

Context: A surprise option emerges that conflicts with your plan
You've been executing a 12-month strategy. Suddenly, a competitor approaches about an acquisition that would accelerate your timeline by 3 years—but it requires abandoning your current path immediately.
  • Your team is fully committed to the current strategy; morale is high
  • The acquisition offer is 40% below your projected 3-year valuation
  • You've spent 6 months on the current path; sunk cost is significant
  • Your gut says the long-term play is worth more, but certainty is attractive
Decline and double down on the current path We committed to this vision for a reason. Changing course now undermines our conviction and confuses the team. Trust the original strategy.
Negotiate while continuing current execution Explore the option without commitment. Keep the current strategy moving while validating if this is truly a better path. No need to decide prematurely.
Pivot to the acquisition path Three years of progress in one move is worth the valuation gap. The team will understand when they see the acceleration. Don't let pride block pragmatism.
Pause everything for deep analysis This is too big for gut feel. Build detailed models, survey the team, and make the objectively correct decision—even if it takes 30 days.
Scenario 3 of 3

The Difficult Conversation

Context: A high-performer is creating cultural damage
Your top revenue generator is brilliant but toxic. They've just publicly undermined a junior team member in a meeting. This is the third incident in two months. You have a 1:1 scheduled in one hour.
  • This person generates 25% of your revenue
  • Other team members are starting to disengage
  • They've been defensive in past feedback conversations
  • You suspect they're dealing with personal stress but haven't asked
Direct consequences conversation Clear boundaries: This behavior stops now or we part ways, regardless of revenue. Document everything and be prepared to follow through.
Coaching and support approach Assume positive intent. Ask what's happening in their world, offer support resources, and collaboratively build a behavior improvement plan.
Compensate with process changes Restructure so they have less team interaction. Create buffer roles, adjust meeting structures. Keep the revenue, minimize the damage.
Wait for a clearer pattern Three incidents might be anomalous. Monitor closely but don't overreact. Address it if it becomes a clear trend, not isolated events.
Analysis Complete

Your Results Are Ready

Based on your responses to these three scenarios, we've identified which established psychological frameworks best explain your decision-making patterns. Enter your details to receive your full analysis.

Your privacy is respected. No spam, ever.

Analyzing your decision patterns...

Mapping responses to established psychological frameworks