Programs

Leadership · Self-serve

Know Yourself as a Leader

Leadership style, strengths and values profile

Four assessments and one simulation. The assessments draw on your own examples, and the simulation is built around your role and seniority. Unlimited attempts.

5 rooms · about 2 hours 35 min

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Who it's for: Anyone who leads people or is about to, at any level, and wants a clear picture of how they lead.
Format: Self-serve
Program sessions: 3

Who it's for

Anyone who leads people or is about to, at any level, and wants a clear picture of how they lead.

Output

A scored profile after every room, with the evidence that earned each score and a reading of where your account and the pattern part company
One leadership scene led from the first decision to the close, scored on dimensions your own account used
A one-page profile in four parts that every later leadership program starts from, and a trajectory across every attempt
Scored against published frameworks: Kouzes and Posner's Five Practices of Exemplary Leadership, Goleman's emotional intelligence, Kahneman's dual process theory, the Big Five, self-determination theory, adaptive leadership, the behavioural event interview, overplayed-strengths research and Schwartz's theory of basic human values

Program contents

Leadership defaults · Behaviour in the moment · Leadership Style · Behavioural Profile
Leadership under pressure · Leadership Simulation
Strengths and their cost · Revealed values · Strengths Profile · Values Clarification

How the program works

A self-serve program for anyone who leads people or is about to, built on Renatus. Four assessment rooms and one simulation room · Three weeks, one or two rooms a week · Unlimited attempts · Retaken after a promotion or a new team.

The rooms

Leadership Style

Assessment

Set-up: role title and leadership level, leadership level (team lead, manager, senior manager, director, C-suite or founder), and team or organisation size and the kinds of decisions you make.

Behavioural Profile

Assessment

Set-up: role title and seniority, and your team or organisation context and the kinds of decisions you make.

Leadership Simulation

Simulation

Calibration: role title and leadership level, leadership level (team lead, manager, senior manager, director, or C-suite and founder), industry or sector, team or organisation size, and your organisation's website if you give it.

Strengths Profile

Assessment

Set-up: role title and level, and level (student or early career, early manager, manager or senior manager, director, C-suite or founder, or career-changer).

Values Clarification

Assessment

Set-up: role title and level, and level (the same list as Strengths Profile).

Why this program exists

You lead people, or you are about to, and the decisions you own are getting larger. What you do when the stakes rise, what each of your strengths costs, and which values decide your hardest calls shape how you lead. This program takes stock of how you lead through four assessments and one simulation. Ren puts its questions one at a time, follows up when an answer is vague, reads the pattern in your responses, and writes a profile grounded in your own evidence. In the simulation, Ren builds a scene for your level and plays every person in it, so what you say about your leadership meets what you do.

What you'll achieve

Your default under pressure, your strengths and their cost, and your revealed values, each on the record with the moment that proves it
A scored report after every room: each dimension with the evidence that earned its score, The Gap, and What this Reveals
One leadership scene led to the close, scored on dimensions your own account used, so you can see where the two part
A one-page profile in four parts, and unlimited attempts at every room, each charted against the attempts before it

At a glance

Who it's for: Anyone who leads people or is about to: a team lead a year into the role, a manager whose team has just doubled, a director taking on a function, a founder, and an early-career professional or career-changer about to lead for the first time. It is the recommended first step before Manager Essentials, Confident Manager, New Manager, First 90 Days or Senior Leader. It assumes you have two years of situations you can describe, from work or from study, as they happened.
Cadence: 3 weeks
1: Leadership defaults · Behaviour in the moment · Leadership Style · Behavioural Profile · Read Pressure Response and Conflict and Challenge; note where the two reports disagree
2: Leadership under pressure · Leadership Simulation · Read Pressure Response beside week 1; watch for the real version
3: Strengths and their cost · Revealed values · Strengths Profile · Values Clarification · Read Where It Costs and Value Tensions; read the Ren summary; write the profile page

Session by session

Week 1: Leadership defaults · Behaviour in the moment

Get your own account of how you lead on the record, with evidence, then see what you would do in three scenarios before a live scene tests both.

Leadership Style Behavioural Profile

Week 2: Leadership under pressure

Lead a scene built for your level to the close, and see where what you do meets what you said.

Leadership Simulation

Week 3: Strengths and their cost · Revealed values

Identify the strengths with repeated evidence behind them and their cost, surface the values your choices reveal, then write the profile page.

Strengths Profile Values Clarification

Four leadership profiles and one live scene, measured over time.

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Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability