Results dashboard

Impression profile

Placeholder data shown for illustration. Aggregate others-impression is based on 7 colleague responses; individual responses are never displayed, and others-impression results are only shown when at least 3 colleagues have responded.

Matched report

Focal person
Amara Okafor
Self-report
Received
Colleague reports
7 received — above the 3-response release threshold

Reports are matched by the focal person selected at the start of each form.

Likelihood of critical upward feedback

The overall score predicts how likely people are to “tell the emperor they’ve got no clothes.” Higher scores across Invitation, Permission, Curiosity and Response mean colleagues are more willing to share challenging or dissenting information upward.

Self-impression · average 4.0

Likely

People are generally willing to share critical upward feedback, though some situations may still inhibit it.

Others-impression · average 3.5

Likely

People are generally willing to share critical upward feedback, though some situations may still inhibit it.

Show
4.33.4InvitationInvitation3.72.9PermissionPermission4.64.1CuriosityCuriosity3.23.8ResponseResponseSelf-impressionOthers-impression

Construct comparison

ConstructSelfOthers (aggregate)Gap
Invitation4.33.4+0.9self rates higher
Permission3.72.9+0.8self rates higher
Curiosity4.64.1+0.5self rates higher
Response3.23.8-0.6others rate higher

Suggested actions

Shown where the gap between self-impression and aggregate others-impression is 0.5 points or more. Actions are illustrative and should be explored with a coach or facilitator.

Invitation

self rates higher · gap 0.9
  • Ask a trusted colleague to observe one meeting and note who you invite in and who you may overlook.
  • Before closing a discussion, explicitly ask each person present whether anything is unsaid.
  • Track airtime in recurring meetings for two weeks to check whether your intention matches the pattern others experience.

Permission

self rates higher · gap 0.8
  • In your next team meeting, invite disagreement on a live decision and respond slowly — ask two clarifying questions before replying.
  • Ask colleagues privately what happens after someone challenges you, and listen for moments your reaction may have closed the conversation.
  • Share a recent mistake of your own and what you changed as a result, to model the safety you intend to create.

Curiosity

self rates higher · gap 0.5
  • Practise asking one more open question before offering your view, especially when you feel certain.
  • Seek out a perspective at a different level of the organisation each week and summarise it back to check you understood.
  • Invite a colleague to flag moments when you move to judgement quickly, and review the pattern together after a month.

Response

others rate higher · gap 0.6
  • Others see you acting on feedback more than you give yourself credit for — acknowledge this and make your follow-through more visible.
  • Reflect on whether perfectionism is causing you to discount follow-through that colleagues clearly notice.