1–3: You try to influence everything or don't know how to prioritize

4–6: You can identify important issues but struggle to focus on the highest-impact opportunities

7–10: You consistently identify and focus on the few critical leverage points that will drive the most change

1–3: You see situations through your own lens and struggle to recognize your biases

4–6: You're aware of bias but don't consistently test your assumptions or seek disconfirming evidence

7–10: You actively seek multiple perspectives, test your assumptions, and adjust your analysis based on new information

1–3: You focus on what matters to you without connecting to broader organizational priorities

4–6: You understand organizational goals but struggle to frame your influence attempts strategically

7–10: You consistently frame your influence efforts in terms of organizational mission and business impact

1–3: Your ideas stay conceptual or you propose things that aren't feasible given organizational constraints

4–6: You can develop plans but they're often too vague or don't account for implementation challenges

7–10: You consistently create specific, realistic action plans with clear steps, owners, and success metrics

1–3: You work in silos or only engage people when you need something

4–6: You have relationships but don't strategically map or activate your network for influence

7–10: You proactively build diverse relationships, map stakeholders strategically, and know how to activate your network for specific goals