Have you created a holding environment?

This assessment can help you evaluate whether you have built an effective holding environment.

Would colleagues at any level say they have never heard you put another person down?

Yes

Correct choice. Putting people down can damage the safety of a holding environment and contributes to employees' distress. As a leader, model appropriate behavior by never putting other people down.

Not the best choice. Putting people down can damage the safety of a holding environment and contributes to employees' distress. As a leader, model appropriate behavior by never putting other people down.

Do you show that you will not tolerate "scapegoating," or misapplied blame?

Yes

Correct choice. "Scapegoating" and misapplying blame are examples of destructive conflict. If you allow them, you will likely contribute to employees' distress instead of regulating it.

Not the best choice. "Scapegoating" and misapplying blame are examples of destructive conflict. If you allow them, you will likely contribute to employees' distress instead of regulating it.

Do you listen fairly, kindly, and with courtesy to the opinions of others?

Yes

Correct choice. In a holding environment, your team members should feel comfortable sharing the fears, frustrations, and pain associated with the realization of your vision.

Not the best choice. In a holding environment, your team members should feel comfortable sharing the fears, frustrations, and pain associated with the realization of your vision.

Do you respect other people's ideas and give each one the same amount of consideration, regardless of level?

Yes

Correct choice. Consistency is very important to developing a holding environment. Only by showing all members of your team the same level of respect will you truly make people feel safe.

Not the best choice. Consistency is very important to developing a holding environment. Only by showing all members of your team the same level of respect will you truly make people feel safe.

Do you go to bat for your team to get the resources you need?

Yes

Correct choice. "Going to bat" for your team to get the resources they need is crucial for regulating employees' distress. Without enough resources, workloads will become too demanding, and motivation will flag.

Not the best choice. "Going to bat" for your team to get the resources they need is crucial for regulating employees' distress. Without enough resources, workloads will become too demanding, and motivation will flag.

Do you shelter your team from interference and show courage in sticking up for your people?

Yes

Correct choice. Protecting your team from meddling is crucial for regulating distress and empowering employees to regulate their own workloads.

Not the best choice. Protecting your team from meddling is crucial for regulating distress and empowering employees to regulate their own workloads.

Do you protect voices of dissent?

Yes

Correct choice. If dissenters are not protected, they may be silent. Promoting the safe sharing of ideas will allow team members to productively express frustration and confusion.

Not the best choice. If dissenters are not protected, they may be silent. Promoting the safe sharing of ideas will allow team members to productively express frustration and confusion.

Do you admit it when you make a mistake?

Yes

Correct choice. Admitting to your mistakes or gaps in knowledge helps reinforce trust among all stakeholders and establish your credibility as a leader.

Not the best choice. Admitting to your mistakes or gaps in knowledge helps reinforce trust among all stakeholders and establish your credibility as a leader.

Do you disclose when you don't know the answer?

Yes

Correct choice. Admitting when you don't know the answer fosters an open environment of trust. This encourages stakeholders to share their own fears, frustrations, and gaps in knowledge.

Not the best choice. Admitting when you don't know the answer fosters an open environment of trust. This encourages stakeholders to share their own fears, frustrations, and gaps in knowledge.

Do you use every reasonable opportunity to foster others' professional growth?

Yes

Correct choice. Making it clear that you will foster other's professional growth—and then doing so—curbs destructive conflict before it begins by reducing unhealthy competition.

Not the best choice. Making it clear that you will foster other's professional growth—and then doing so—curbs destructive conflict before it begins by reducing unhealthy competition.