State of Mind Assessment
Technology was the constraint. We all felt it. We organised our entire thinking around it, built systems assuming that scarcity would always be the problem. And then overnight, the constraint flipped.
The external environment shifted faster than most internal operating systems have.
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The speed has changed. The volume of decisions, the ambiguity, the rate of iteration. All of it has compressed. Most leadership infrastructure has not kept up with that compression.
The question is no longer whether your team is talented. The question is whether they can access that talent under pressure. Whether you can.
The assessment maps how you are actually functioning across the three layers that determine your real leadership capacity. Not the version you perform. The version that runs when the pressure spikes.
01 / Nervous system
Whether your body has a genuine off-switch, or has been running a low-level alarm for so long the alarm has become background noise. The hardware underneath everything else.
02 / Mindset
The layer that decides what you think is possible, for the company, the team, yourself. Whether pressure is registering as information or as evidence that something is wrong.
03 / Behaviour
Not your strategy or intentions. What you actually do when the meeting goes sideways, the message lands wrong, the pressure spikes. Whether you are building or just responding.
High agency · High adaptability
Pressure lands and converts. Operating from full capacity. The goal state, and a trainable one.
High agency · Lower adaptability
Delivering, but the same work is costing more than it used to. The approach is creating friction.
Lower agency · High adaptability
Reading the room well, but moving with the current rather than shaping it. More to deploy than is visible.
Lower agency · Lower adaptability
Functioning, but functioning is taking everything. Not a character issue. A recovery issue.
States are not fixed. They shift as conditions change. The question is which one is running right now.
Personality profiles and 360 tools describe stable traits. Useful for selection, limited for development. They tell you what tends to be true. They cannot tell you what is true right now, under these specific conditions, at this stage of the company.
This instrument measures state. It captures what is running underneath observable behaviour, at the level of nervous system regulation and mindset under load. That is where the gap between a leader's capability and their current output almost always lives.
The same model used in coaching work with founders at a16z, Sequoia, and Lightspeed-backed companies.
Free. Built for founders and executives at VC-backed companies. Honest answers only.
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