Mirorly

Core leadership behaviors

For: Manager & team lead

The everyday behaviors that shape your team's experience — communication, delegation, feedback, decisions, growth, self-awareness. Run it on yourself, send it to your team, or do both and compare.

  • 18 questions
  • 6 dimensions
  • ~5-7 min
  • Self · Peer · Both
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This template focuses on what a leader actually does day to day — not vision statements or strategy decks, but how you show up in meetings, how you give feedback, how you decide, how you handle a mistake. 18 questions across six dimensions of everyday leadership.

How it works

Fill it in yourself for honest self-reflection. Send it to your team, peers, or boss for outside perspective. Or run both in parallel — that's where this template earns its keep. The gap between how you see yourself and how others see you is usually the most useful data you'll get this year. The same questions are answered in both modes, so the comparison is direct.

What's inside — 18 questions across 6 dimensions

  • Communication

    clarity, listening, making space for problems to surface early

  • Delegation and autonomy

    trust, context, knowing who owns what

  • Feedback in both directions

    giving feedback that's actionable, taking criticism well, frequency

  • Decision-making

    explaining the why, including affected people, sticking with decisions once made

  • Growing the team

    paying attention to development, recognition, real growth conversations

  • Self-awareness

    knowing your impact, owning mistakes, actively asking for feedback

The questions, in full

Every question is included below. You answer them yourself first, then send the same set to the people who've seen you work.

Communication

  1. Q1Rating (1-5)

    This leader sets clear expectations for what good work looks like.

  2. Q2Rating (1-5)

    This leader listens to understand, not just to respond.

  3. Q3Open answer

    When does communication with this leader work well? When does it break down?

Delegation and autonomy

  1. Q4Rating (1-5)

    This leader trusts the people they lead to make decisions about how to do their work.

  2. Q5Rating (1-5)

    This leader gives clear context about why something matters, then gets out of the way.

  3. Q6Rating (1-5)

    When this leader hands off work, it's clear who owns what and what 'done' looks like.

Feedback in both directions

  1. Q7Rating (1-5)

    This leader gives feedback that's specific enough to act on.

  2. Q8Rating (1-5)

    This leader takes critical feedback well, even when it's hard to hear.

  3. Q9Multiple choice

    How often does this leader give the team feedback on their work?

    • — Never or almost never
    • — Once a year (e.g., during the annual review only)
    • — A few times a year
    • — About once a month
    • — Weekly or more often

Decision-making

  1. Q10Rating (1-5)

    This leader explains the reasoning behind their decisions, especially the difficult ones.

  2. Q11Rating (1-5)

    This leader seeks input from the people who'll be affected before deciding.

  3. Q12Rating (1-5)

    Once this leader makes a decision, the team knows where it stands instead of having it endlessly revisited.

Growing the team

  1. Q13Rating (1-5)

    This leader pays attention to the team's growth, not just their output.

  2. Q14Rating (1-5)

    This leader notices and acknowledges good work — not only when something goes wrong.

  3. Q15Open answer

    What's one thing this leader does that helps people grow? What's one thing they could do more of?

Self-awareness

  1. Q16Rating (1-5)

    This leader is aware of how their behavior affects the people around them.

  2. Q17Rating (1-5)

    When this leader makes a mistake, they own it openly instead of brushing it off.

  3. Q18Multiple choice

    How often does this leader actively ask for feedback on their own behavior?

    • — Never or almost never
    • — Once a year (e.g., during their own review)
    • — A few times a year
    • — About once a month
    • — Weekly or more often

The research behind these questions

Questions draw on leadership and organizational behavior research from sources including Linda Hill (HBS), Daniel Goleman, Tasha Eurich, Patrick Lencioni, Amy Edmondson, Adam Grant, Kim Scott, and Gallup's Q12 engagement framework. Full source list at the bottom of this page. Each question targets a specific, observable behavior — not abstract qualities like 'leadership presence' or 'gravitas'.

References

  • — Linda Hill — Becoming a Manager (HBS)
  • — Daniel Goleman — Emotional Intelligence framework (HBR)
  • — Tasha Eurich — Insight (2017)
  • — Patrick Lencioni — The Five Dysfunctions of a Team
  • — Amy Edmondson — The Fearless Organization
  • — Adam Grant — Think Again
  • — Kim Scott — Radical Candor
  • — Gallup — Q12 Engagement Survey methodology
  • — Edward Deci & Richard Ryan — Self-Determination Theory
  • — Center for Creative Leadership — coaching and 360 research
  • — Oncken & Wass — Management Time: Who's Got the Monkey? (HBR classic)
  • — Jeff Bezos — Disagree and commit shareholder letter

Ready to run this round on yourself?

Sign up, pick this template, answer it about yourself, and send the same questions to the people who've been in the room with you. The gap between your view and theirs is where the actual learning lives.

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