Corestar CEO Questionnaire Question Title * 1. I have to chase people to meet their deadlines on strategic initiatives. Always Usually Sometimes Rarely Never Question Title * 2. I have overridden external market feedback when it conflicts with the company’s strategic narrative. Always Usually Sometimes Rarely Never Question Title * 3. Our operating model is so complex that accountability for outcomes is blurred. Always Usually Sometimes Rarely Never Question Title * 4. My leadership team suffers lost confidence due to changes in our strategic direction. Always Usually Sometimes Rarely Never Question Title * 5. I find myself tolerating some underperformance at senior levels. Always Usually Sometimes Rarely Never Question Title * 6. I discount competitor activity because I think we are better than our competitors. Always Usually Sometimes Rarely Never Question Title * 7. The organisation struggles to execute all our different strategic priorities. Always Usually Sometimes Rarely Never Question Title * 8. I privately feel less conviction about our long-term strategy than I project publicly. Always Usually Sometimes Rarely Never Question Title * 9. I am conservative in committing capital or resource. Always Usually Sometimes Rarely Never Question Title * 10. I favour people who agree with me more than people who challenge me. Always Usually Sometimes Rarely Never Question Title * 11. Changing priorities at the top of our company creates executional confusion below. Always Usually Sometimes Rarely Never Question Title * 12. I revisit and review previously made strategic decisions. Always Usually Sometimes Rarely Never Question Title * 13. Our company allows strategic opportunities to pass by. Always Usually Sometimes Rarely Never Question Title * 14. I control key decisions to limit too much dissent at executive level. Always Usually Sometimes Rarely Never Question Title * 15. I accept structural misalignment between strategy, incentives and behaviour. Always Usually Sometimes Rarely Never Question Title * 16. Our leadership team struggles to maintain clarity of direction under sustained pressure. Always Usually Sometimes Rarely Never Question Title * 17. The organisation moves at a meaningfully slower pace than our competitive environment demands. Always Usually Sometimes Rarely Never Question Title * 18. I expect our stock price* to rise in the next 12 months.(* substitute ‘industry standing’ if not quoted on stock market). Always Usually Sometimes Rarely Never Question Title * 19. I receive conflicting versions of reality from different parts of the executive team Always Usually Sometimes Rarely Never Question Title * 20. I personally prefer short-term financial rewards from the company rather than long-term Always Usually Sometimes Rarely Never Question Title * 21. I leave initiatives incomplete rather than make a clear decision to stop. Always Usually Sometimes Rarely Never Question Title * 22. I defend legacy decisions even when some evidence contradicts them Always Usually Sometimes Rarely Never Question Title * 23. I tolerate unresolved cross-functional conflict because it can be difficult to address. Always Usually Sometimes Rarely Never Question Title * 24. We avoid committing to irreversible decisions even when delay carries greater risk. Always Usually Sometimes Rarely Never Question Title * 25. My energy levels are not always in sync with organisational demands. Always Usually Sometimes Rarely Never Question Title * 26. I believe our organisation is fundamentally different in a way that justifies ignoring industry norms. Always Usually Sometimes Rarely Never Question Title * 27. Major initiatives stall because ownership and authority are unclear at executive level. Always Usually Sometimes Rarely Never Question Title * 28. I feel the board does not fully understand or support my strategic intent. Always Usually Sometimes Rarely Never Question Title * 29. I recycle initiatives rather than decisively closing or redesigning them. Always Usually Sometimes Rarely Never Question Title * 30. I react defensively when my leadership or strategy is questioned. Always Usually Sometimes Rarely Never Question Title * 31. I introduce new programmes before existing ones are properly established. Always Usually Sometimes Rarely Never Question Title * 32. I find myself in recurring conflict with other senior leaders about direction or priorities. Always Usually Sometimes Rarely Never Question Title * 33. I avoid involvement in projects which are fast turn-around. Always Usually Sometimes Rarely Never Question Title * 34. I think that past success is enough to validate future strategy without re-testing it. Always Usually Sometimes Rarely Never Question Title * 35. I use informal influence rather than formal structure to get things done. Always Usually Sometimes Rarely Never Question Title * 36. I sense that some of my executive team are uncertain about my conviction as a leader. Always Usually Sometimes Rarely Never Question Title * 37. I postpone difficult performance or restructuring decisions. Always Usually Sometimes Rarely Never Question Title * 38. People seem to be intimidated by my role and authority. Always Usually Sometimes Rarely Never Question Title * 39. I use the board as a rubber stamp for my strategic thinking. Always Usually Sometimes Rarely Never Question Title * 40. I worry that our current business plan is not fit for purpose. Always Usually Sometimes Rarely Never Question Title * 41. What is your email address? Question Title * 42. Please let us know other companies in the sector you compete against regularly or compare yourselves to. Page1 / 1 100% of survey complete. Done