EEI™ Assessment — ShockPoint Consulting

EEI™ Assessment 15 questions · 4 domains ~60 minutes Report delivered by email Confidential

Executive Effectiveness Index Assessment

Fifteen behaviorally-anchored questions across four leadership domains. Your responses generate a personalized EEI Report — a diagnostic of how you lead, where you are strongest, and where your highest leverage for growth lies.

Write specifically Name real situations, real decisions, real people (roles are fine — no names required). The AI report is only as sharp as the specificity you provide.

200 words minimum per question A word count tracker appears below each field. The assessment is enforced — you cannot submit until each response meets the minimum.

Write as you think, not as you present Polished investor-ready framing produces a less accurate report. The assessment is designed to reward candor over performance.

Complete in one session Responses are not saved between sessions. Set aside 60 uninterrupted minutes before you begin.

Assessment Progress 0 of 15 questions answered

Leading Self

Questions 1–4

EEI-S-01/02

Describe a significant decision you made in the past 12–18 months where your initial read of the situation turned out to be wrong or incomplete. What caused your misread? How did you discover it? What did you do once you recognized it — and what did the experience reveal to you about how your mind works under uncertainty?

EEI-S-04/05

Tell me about a time you held a position that was unpopular — with your peers, your board, your boss, or your team — and you chose to hold it anyway. Walk me through your reasoning, the pressure you faced, how you engaged with the disagreement, and what the outcome was. If you ultimately changed your position, explain why.

EEI-S-03/06

Describe the conditions under which your leadership is most likely to slip — the triggers, the situations, the pressure points that bring out a version of you that you are not proud of. Be specific. Then tell me what you do — or what you have learned to do — to recognize those conditions early and counteract them.

EEI-S-08/10

What is the most significant belief about leadership, strategy, or how organizations work that you have changed your mind about in the last two to three years? What caused the shift? What did you have to unlearn or let go of — and is there any residual tension between the old belief and the new one?

Leading Teams

Questions 5–7

EEI-T-01/04

Think about the team you are leading right now. Who are your highest-potential people, and what are you specifically doing — this quarter — to develop them? Who is underperforming, and give me your honest assessment of whether the performance problem is primarily about them, about the role, about your leadership, or about the system they are working in.

EEI-T-05/07

Describe the most difficult conversation you have had with a direct report, peer, or colleague in the past year. What made it hard? How did you prepare? Walk me through how the conversation actually went — including the moment when it got hardest. What was the outcome, and what would you do differently?

EEI-T-02/03

How does your team push back on you? Give me a specific recent example — in the past six months — where someone on your team disagreed with you, challenged your direction, or told you something you did not want to hear. What happened? How did you respond in the moment? What signal does that interaction send about the culture you have built?

Leading Organizations

Questions 8–11

EEI-O-01/02

You cannot do everything. Walk me through how you currently allocate your personal time and attention across your strategic priorities over a typical month. What are you deliberately not doing — and what have you consciously deprioritized or stopped doing in the past year? What criteria did you use to make those choices?

EEI-O-04/05

Describe a significant change you led — a restructuring, a cultural shift, a major strategic pivot, or a large-scale initiative. Walk me through the resistance you encountered, how you navigated it, who surprised you, and what ultimately worked and did not work. What would you do differently if you had to lead that change again?

EEI-O-07/08

Describe a situation where you needed to align people and functions that did not report to you around a shared priority. What competing agendas or conflicting incentives were you working against? What did you do to create alignment, and where did the effort break down or fall short?

EEI-O-10/11

Walk me through how your organization makes its most important decisions — not how it is supposed to, but how it actually does. Who is in the room? Who has real influence versus nominal authority? Where does accountability actually sit after a decision is made? If you could redesign your decision-making architecture right now, what would you change and why?

Leading Markets

Questions 12–15

EEI-M-01/02

Who are your most dangerous competitors — not just today, but in the next three to five years? What are they doing that concerns you most? Where are you differentiated, and where is that differentiation genuinely durable versus where is it more fragile than you would like to admit? What is your response to the threats you just described?

EEI-M-03/04

Describe the last time a customer signal, a market shift, or a piece of external intelligence caused you to significantly change direction — in product, pricing, go-to-market, or strategy. How did you discover it? How quickly did you act? What would have happened if you had missed it — and are there signals like that in your environment right now that you are still deciding how to act on?

EEI-M-06/07

What is the biggest strategic bet your organization is making right now — the place where you are investing meaningfully ahead of certainty? What would have to be true for that bet to pay off? How are you testing those assumptions? And what would cause you to change direction or pull back — and how would you know when you had reached that point?

EEI-M-09/10

Describe your most strategically important external relationship right now — whether that is a board, a key investor, a major customer, a regulator, or a strategic partner. What does that relationship require of you as a leader? Where is there tension, misalignment, or an unresolved conversation in it that you are currently navigating? How are you approaching it?

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Your personalized EEI Report will be generated and delivered to your inbox within a few minutes of submission. The report is confidential and is not shared beyond delivery.

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Your responses are confidential and are used solely to generate your personal EEI Report. Questions? Contact j.geoffrey.kent@gmail.com

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Questions? j.geoffrey.kent@gmail.com