Purpose and preparation
We agree the development question, choose the instrument and define scope, language, access to results and the timeline. For 360 feedback, we also select the appropriate raters.
ASSESSMENTS FOR LEADERSHIP DEVELOPMENT
Know yourself. Lead with clarity.
Turn self-awareness into better leadership.
Understand how you lead, how others experience you and what to develop next. Choose from 360° feedback, Big Five, change and influencing styles, and leadership networks.
Let's talkCHOOSE YOUR QUESTION
Start with the right question.
Each tool offers a different perspective. We choose the one that answers your question and helps you take a useful next step.
BEHAVIOUR AND FEEDBACK
Benchmarks® 360
See your leadership as others see it.
Your intentions and your colleagues' experience are not always the same. Benchmarks 360 combines self-assessment with feedback from managers, peers and direct reports, giving you several perspectives on the behaviours that shape your leadership.
When to use it
For leaders taking on broader responsibility, reviewing their development priorities or seeking a starting point for coaching or an academy.
What it reveals
We explore strengths, differences between self-assessment and others' views, and behaviours that may hold back development. We also consider which areas matter most for success in your role. Differences in ratings open a discussion about real situations.
We select the Benchmarks version to suit the leader's level and purpose. Before involving raters, we explain how responses are grouped and how confidentiality works.
About the tool: Center for Creative Leadership ↗PERSONALITY AND SELF-AWARENESS
Big Five / OCEAN
Understand how you naturally work.
What gives you energy? How do you respond under pressure? When do you prefer clear structure, and when do you explore possibilities? Big Five offers a language for understanding these differences. WorkPlace Big Five Profile™ connects the model with everyday work and collaboration.
When to use it
For leaders who want to better understand their responses, a transition into a new role or differences within their team. It is also a useful starting point for individual development.
What it reveals
The profile covers five broad personality dimensions and their more detailed facets. We explore how their combinations show up in decisions, relationships, responses to pressure and work organisation. A trait can bring different strengths and challenges in different situations.
OCEAN stands for openness, conscientiousness, extraversion, agreeableness and neuroticism. WorkPlace Big Five uses the workplace terms Originality, Consolidation, Extraversion, Accommodation and Need for Stability. Results are continua, not five types of people; the profile is not a clinical diagnosis or a competence rating.
About the tool: Paradigm Personality Labs ↗CSI · CHANGE AND COLLABORATION
Change Style Indicator™
Understand different responses to change.
Some people want to preserve proven solutions, others first ask what will work, and others seek a completely new approach. CSI helps you understand these preferences and their effect on collaboration during change.
When to use it
For leaders and teams facing restructuring, new processes, a change in strategy or the integration of different ways of working.
What it reveals
We explore a continuum of three preferences: Conservers favour incremental improvements and continuity; Pragmatists focus on workable solutions; Originators look for new possibilities and larger shifts. Every perspective can contribute something important.
CSI describes a preferred approach to change. It does not measure who is a better leader or who can handle change. We agree the questionnaire version and language during preparation.
About the tool: MHS · Change Style Indicator ↗ISI · INFLUENCE AND ALIGNMENT
Influence Style Indicator™
Find more ways to influence.
A good idea also needs support. ISI shows the influencing styles you rely on most and those you use less. This is especially useful when results depend on people outside your direct authority.
When to use it
For project leaders, leaders in matrix organisations and anyone who needs to align different interests and gain stakeholder support.
What it reveals
The five styles are Rationalizing, Asserting, Negotiating, Inspiring and Bridging. We explore your preferred approach and opportunities for greater flexibility.
The profile shows influencing preferences. Effectiveness also depends on the other person, the relationship and the situation; no style is best in every context.
About the tool: MHS · Influence Style Indicator ↗LND · RELATIONSHIPS AND NETWORKS
Leader Network Diagnostic
Build the connections you need.
As leadership responsibility grows, access to information, people and perspectives becomes more important. LND helps explore the core of your professional network and the relationships that support collaboration and learning.
When to use it
For leaders moving into a broader role, working across departments or needing connections beyond their own team to deliver results.
What it reveals
We examine network openness, diversity of perspectives and relationship depth. We explore where your circle repeats itself, which connections are missing and which existing relationships deserve more attention.
The aim is useful, high-quality connections, rather than collecting contacts. After an agreed period, we can review changes in the network and collaboration.
About the tool: CCL · Leadership networks ↗HOW WE WORK TOGETHER
Insight is the start. Action makes the difference.
Every tool connects with the leader's role, concrete situations and a clear next step.
Questionnaire and interpretation
Completion is followed by a feedback conversation. We connect the results with your examples, identify patterns and explore where further clarification is needed.
Plan and practice
We choose a development priority, a concrete action, support and a review date. Follow-up may include coaching, a workshop or an academy.
UROŠ KOZINA · MBA
Insight grounded in experience.
I combine 15 years of international leadership experience with professional training in CCL Benchmarks 360 and Leader Network diagnostics. We explore what the findings mean for your decisions, conversations and relationships.
FREQUENTLY ASKED QUESTIONS
Before the first step.
Know the purpose, the process and who will see your results.
What is the difference between 360 feedback and Big Five?
360 feedback gathers several people's perspectives on your leadership behaviour. Big Five examines personality traits and helps explain your natural way of working. The approaches can complement each other because they address different aspects.
Do I need to complete all five tools?
No. We start with your question and choose a useful tool. We suggest a combination when another perspective supports the agreed development goal.
Who sees the results?
Before we begin, we agree access to personal reports and how findings will be shared with the client. For 360 feedback, we explain reporting by rater group, including any separately shown manager ratings. We do not promise complete anonymity for every source.
Can we include the whole leadership team?
Yes. The design can connect with a group workshop or academy. We agree which personal findings participants will share and focus group work on collaboration, communication and workplace application.
How long does it take, and what does it cost?
The scope depends on the instrument, number of participants and follow-up support. A 360 timeline also includes gathering colleagues' responses. The proposal specifies the questionnaire, report, feedback conversation and any follow-up.
Does the result tell us who is a good leader?
A single profile cannot determine that. We interpret results in the context of the role and specific behaviours. This service is for development: identifying a useful priority and testing a different approach at work.
What would you like to understand?
Tell me about your role and challenge. We will choose a useful tool and a practical way to apply the findings.
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