A good assessment gives a leader language for what they already feel but haven’t been able to name. It surfaces patterns like how you respond under pressure, where your strengths show up, what costs you more energy than it should. In the right hands, that information becomes a tool for clarity. In the wrong hands, it becomes a verdict.
I am a certified administrator of several assessments covering emotional intelligence, change adaptability, and multi-rater feedback. Every assessment I administer includes a debrief. I do not send you a report and wish you luck. We sit with the findings together, and we do that in context; meaning we account for what your organization is asking of you, what you’re navigating personally, and what you actually want from your leadership right now.
A note to Black women about assessments
Many of us have had assessments used against us. A tool designed to measure emotional intelligence has been used to label Black women as “too aggressive” or “not executive enough,” as if our responses to inequitable environments were character flaws rather than reasonable adaptations.
I don’t administer assessments that way. What shows up in your results is data about how you’re functioning right now, in the context you’re actually in. We use it to understand what’s serving you, what’s costing you, and what you want to do differently. Nothing in your report is a permanent verdict. It is a starting point. You get to be in choice about what you do next.
Who this is for
Assessments are well suited for three primary situations.
A leader who wants a clear-eyed picture of where they are. Maybe you’re preparing for a new role, navigating a hard season, or just ready to stop running on instinct and start leading with more intention. An individual assessment gives you data that belongs to you, interpreted by someone who understands the environments you’re leading in.
An organization investing in a leader they believe in. When an organization sponsors an assessment, the goal may be development, a formal evaluation, or both. Regardless of how your organization plans to use the results, I center the leader in the process. The debrief is affirming, honest, and designed to be useful to the person in the room, not just to whoever sent them. If you’re an organization looking to support one or more leaders on your team, reach out and we’ll talk through which assessment fits the goal.
A team that needs a shared language. When a leadership team takes an assessment together, the debrief shifts. We’re not just looking at individuals. We’re looking at how the team functions as a whole, what’s happening in the organizational context, where communication breaks down, and what each person needs to lead well alongside each other. This is particularly useful before a strategic planning cycle, after a staff transition, or when a team is operating in sustained tension.
The assessments I offer
EQ-i 2.0
The EQ-i 2.0 measures emotional intelligence across fifteen specific skills — things like self-awareness, impulse control, stress tolerance, and how you navigate relationships under pressure. It gives you a detailed picture of where you’re leading from your strengths and where emotional patterns may be working against you. Because it measures skills rather than fixed personality traits, the results point toward what can actually change. The assessment takes about twenty minutes to complete online and generates a report we review together in a debrief session.
View a sample EQ-i 2.0 Leadership report and sample EQ-i 2.0 Workplace report →
EQ 360
The EQ 360 adds a layer the self-report alone can’t give you: how others experience your leadership. Managers, peers, and direct reports each complete the same assessment, and we compare their ratings to yours. The gaps between how you see yourself and how others see you are often where the most important development conversations live. This is a particularly useful tool when you’re preparing for expanded responsibility or trying to understand why certain dynamics keep showing up in your working relationships.
View a sample EQ 360 report →
TruScore 360
TruScore gives me the flexibility to offer 360-degree feedback across a wide range of leadership competencies — either through off-the-shelf surveys built around common leadership behaviors, or through customized instruments designed around what your organization actually cares about. Like all 360 assessments, it gathers input from the people who work with you and reflects it back in a way that’s designed for development, not performance evaluation. This is a strong option for organizations that want an assessment experience tailored to their own competency framework.
View a sample TruScore 360 report →
Change Style Indicator 2 (CSI 2)
The CSI 2 measures how you prefer to approach change — whether you tend toward gradual and incremental shifts, big and fast moves, or a practical middle ground depending on what the situation calls for. No style is better than another. Each one offers something, and each one has a cost if it’s overused or misunderstood by the people around you. Knowing your natural orientation, and understanding how it sits alongside the styles of your colleagues or direct reports, makes change more navigable for everyone in the room. This is particularly useful for teams entering a transition, preparing for a strategic planning process, or trying to understand why they keep getting stuck in the same disagreements about how to move forward.
View a sample CSI 2 report →
Ready to get started?
You can browse and select an assessment below.
If you’re not sure which assessment fits your situation, contact me at in**@******li.com with “Assessment Inquiry” in the subject line. We’ll talk through which option makes the most sense for you or your team before any commitments are made.