Read each statement. Rate how much it describes your typical practice, not your best day and not your worst.
1Strongly disagree
2Disagree
3Neither
4Agree
5Strongly agree
0 of 15 answered0%
1. Relationship Building and Collaboration
I invest time in relationships that make risk management work easier, not just the ones that are required.
When I need to raise a safety concern, I can do it directly without it becoming adversarial.
I look for perspectives other than my own before I finalize a safety-related decision.
2. Influence and Navigation
I can advance a safety initiative even when I do not control the resources or the decision.
When safety priorities compete with budget, schedule, or other organizational priorities, I know how to make the case without losing the room.
I adjust how I communicate about risk depending on who I am talking to.
3. Strategic Thinking and Systems Awareness
I can trace a field-level problem back to the planning, design, or governance decision that shaped it.
When my organization makes changes to policies or programs, I think about what new risks those changes might introduce.
I think about how organizational decisions influence decisions and actions at the field level.
4. Managing Overwhelm and Prioritization
When something goes wrong, I make sure the people around me understand what is happening before I jump to solving it.
When I am stressed, people around me still get clear, honest information from me.
People around me feel more settled because of how I show up, not more anxious.
5. Sustaining Self and Career
After a serious incident or a hard stretch, I give myself time to recover before moving on.
I make time to reconnect with my purpose, especially when the job is grinding me down.
When a serious incident affects me or my team, I lean on the people around me rather than processing it alone.
Answer all 15 questions to continue
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