Preparing for a leadership assessment: why the hardest questions are the ones to ask yourself

Developed competencies hold in stable environments, but it becomes more difficult when the future becomes ambiguous, volatile, or fundamentally different from the past. In such contexts, how can we meaningfully evaluate someone’s added value?

This is the challenge facing leadership assessments today. As the world of work becomes more complex and interdependent, effective assessment cannot rely solely on behavioural indicators developed in previous roles. Instead, it must seek to understand a person more holistically, not merely what they have done, but how they see the world, what naturally captures their attention, and how these focal points could evolve and contribute over time.

Equally important is discerning what energises an individual versus what hinders his or her actions and how personality, complemented by developed skills, ultimately shapes effectiveness. In essence, it is about constructing the context within which an individual is truly effective.

Research in organisational psychology (e.g., Schneider, Yost, & Whiting, 2019) supports this broader perspective. It reveals the limitations inherent in decontextualised behavioural prediction and calls for dynamic models that integrate the interplay between personal insight and environmental complexity. In other words, to make reliable statements about future effectiveness, we must understand who a person is are — and the circumstances in which he or she will thrive.

Understanding beyond behaviour

At VALPEO, our assessment approach is built on that principle: people are not static profiles; they are evolving individuals. That’s why we prefer ‘personal dynamics’ instead of ‘assessment center’. Our focus is on three interwoven dimensions:

1. How you perceive the world and which types of challenges naturally capture your attention. This reflects your current orientation toward complexity and reveals how that orientation may develop over time.
2. What drives or restrains your actions. We delve into the deeper values that either energise your efforts or serve as friction points, clarifying where your intrinsic motivation lies.
3. How your personality traits and acquired capabilities define your way of working. This insight illuminates what comes naturally to you and how you interact with both people and systems.

Each of these dimensions is measured using validated tools and interpretative models, applied by trained consultants who integrate scientific rigour with contextual understanding. When brought together, these perspectives provide a lens into the conditions under which you are most likely to create value, engage deeply, and grow sustainably.

Preparing for the assessment: it starts with self-awareness

Preparation, in this context, is not (only) about rehearsing roleplays or perfecting scripted responses. It is about reflection. The more clearly you understand your own drivers, boundaries, and tensions that drive you to learn, the more authentic and enriching your assessment experience will be.

That said, if such self-awareness isn’t fully present yet, that is absolutely fine. Our approach is intentionally designed to cultivate it. It creates space for deeper insight — not only into the role or context but into yourself. Many participants leave the interaction with enhanced self-leadership, sharper clarity, and a renewed sense of direction.

“The privilege of a lifetime is to become who you truly are.” – Carl Jung

Approach the assessment not as a performance, but as a transformative opportunity. You are not being judged; you are being understood. And the more aligned you are with your own centre, the more constructive the outcome will be — both for you and the organisation.

Questions to uncover your authentic self

If you’re unsure where to begin, that’s completely natural. Insight doesn’t require that you already have all the answers. What matters is your willingness to ask the right questions — questions that invite clarity, challenge assumptions, and bring you closer to your inner compass.

Below are a few that may help you reconnect with your authentic self, and bring sharper focus to what truly defines you as a person and a leader:

1. When do you feel most in your strength? What conditions bring out the best in you?
2. What types of challenges absorb your thinking, even when they fall outside your formal role?
3. If you had full autonomy and needed to justify nothing to anyone, what would you dedicate your time and energy to?
4. What tensions makes you eager to learn and dive deeper?
5. What triggers frustration or resistance in you when working with others? In turn, when might you inadvertently become a trigger for others?
6. Strip away titles, tasks, and roles — what remains as your core essence? What do people consistently rely on you for?

These reflections are not about finding perfect answers, but about getting closer to what is true for you. They offer a starting point — a way to enter the assessment grounded in curiosity, self-awareness, and intent.