Others might say I often have difficulty identifying what I am feeling in relation to my roles and responsibilities as a (COO) Integrator.

I am aware of and identify my feelings, often in the moment. I know the difference between my thoughts and feelings.

I embrace my feelings about the company vision; they are valid and important.

I secretly minimize, alter, or deny how I truly feel about the vision of the organization.

My team would say I am completely unselfish and dedicated to the well-being of the visionary (CEO) and my team

My team would say I know the difference between caring and caretaking in a professional context.

I tend to apologize when appropriate.

I tend to apologize frequently, even when I am not at fault

When I do something for myself I feel Guilty or selfish.

When I do something for myself I feel deserving.

I acknowledge when I sometimes need the help of my team.

I feel I can handle all my work tasks without any help from my team.

Others would say I mask my frustration at work in various ways such as anger, humor, or isolation.

I am aware of my frustration and resentment related to work and express them appropriately.

Others might say I fear rejection and respond in indirect and passive ways to the (CEO) visionary and team.

I believe I am able to express my feelings openly, directly, and calmly to the (CEO) visionary and team.

I have a clear personal vision and there is clear communication regarding the growth path of my role as a Second-in-Command

I often worry and think about my personal future and do not have a clear vision for the potential and growth in my role

I often feel frustrated or taken for granted, like I'm carrying more than my fair share

I feel appreciated and balanced in my role, with a fair distribution of responsibilities

I believe in accepting myself as I am. I emphasize progress over perfection in my role.

I often judge what I think, say, or do harshly, as never good enough.

I am often embarrassed to receive recognition, praise, or gifts.

I feel appropriately worthy of the recognition, praise I receive in my (COO) Integrator role.

I value the opinions of those I trust, but don't need their approval.

The (CEO) visionary and team's approval of my thinking and feelings, is very important to me

I recognize myself as a valuable person in my professional capacity.

I often doubt my capabilities to serve in my role as a Second-In-Command

I often seek recognition and praise from the (CEO) visionary to overcome feeling less than.

I seek my own approval first, before seeking approval from the (CEO) visionary

Consistent self care is important for sustained well-being and leadership.

Self care is does not contribute to being a great leader

I am okay with admitting mistakes to myself and my team and hearing their opinions.

It’s important to me to appear to be right in the eyes of the (CEO) visionary and leadership team.

I often feel exhausted and overwhelmed, like I am running on empty

I generally feel energized and capable, even with a busy schedule

My team would say I tend to perceive myself as equal to others in the workplace.

My team would say I tend to perceive myself as superior to my colleagues.

I Have difficulty getting started, meeting deadlines, and completing projects.

I avoid procrastination by meeting my responsibilities in a timely manner.

I am able to establish and uphold healthy priorities and boundaries in my professional life.

I often have trouble setting healthy priorities and boundaries.

I am committed to my well-being and leave situations that are inconsistent with my goals.

I am extremely loyal, often remaining in unhealthy situations too long.

when serving others I believe in being rooted in my own values, even if the (CEO) Visionary doesn't agree or become angry.

when serving others, I believe in sacrificing my own values and integrity , to avoid rejection or anger.

I put aside my own roles and responsibilities in order to do what others want.

I consider my interests, roles, responsibilities, and priorities, before helping others with their roles

I tend to be hypervigilant regarding the feelings of Visionary (CEO) and take on those feelings.

I can separate my feelings from the (CEO) Visionary's feelings.

I often am afraid to express my beliefs, opinions, and feelings when they differ from the (CEO) visionary

I respect my own opinions and feelings and express them appropriately.

I consider possible consequences before I make decisions in my (COO) integrator role.

I tend to make decisions in the moment, without considering the broader impact of my actions

I stand my ground and am not afraid to make difficult changes and decisions.

I often get worn down and give up and therefore avoid difficult change.

I often find the (CEO) visionary rejecting shaming and expressing anger towards me.

I approach situations in a way that fosters constructive and positive responses from the (CEO) visionary

I often criticize or hold rigid judgments about what the (CEO) visionary and others think, say, or do

I keep an open mind and accept the (CEO) Visionary and team as they are.

I use direct and straightforward communication with the (CEO) visionary to resolve conflicts and deal appropriately with confrontations.

I sometimes use indirect or evasive communication to avoid conflict or confrontation with the (CEO) Visionary.

I often tell myself I'm too busy and overwhelmed to take time off for education

I often take time to gain new ideas, education, and growth, enhancing my role as a Second-In-Command

I tend to suppress my feelings or needs to avoid feeling vulnerable.

I embrace my own vulnerability by honoring my feelings and needs.

I express my emotions thoughtfully and when it feels appropriate

I view showing emotions as a sign of vulnerability and weakness

I freely engage in expressions of appreciation toward the (CEO) Visionary and team.

I tend to hold back on expressing appreciation toward the (CEO) visionary and team.

I Believe the (CEO) Visionary and leadership team have difficulty taking care of themselves.

I realize that, with rare exceptions, other team members are capable of managing their own responsibilities.

I sometimes attempt to convince the (CEO) Visionary and others what to think, do, or feel.

I accept the thoughts, choices, and feelings of the visionary and others, even though I may not be comfortable with them.

I tend to freely offer advice and direction without being asked.

I tend to give advice only when asked.

I’m gratified when others are able to manage their own needs.

I Become resentful when the (CEO) Visionary and others decline my help or reject my advice.

I sometimes share more information than necessary with the management team to justify my actions or enhance my image

I communicate relevant information to the management team, keeping my focus on what's necessary and appropriate

I often say yes to things even when I don’t want to, because I feel I should or fear disappointing others.

I confidently say no to requests when they don't align with my capacity or priorities, even if it might disappoint others.

I find resources to meet my needs without demanding from the (CEO) visionary and ask for help without expectation

I expect my personal considerations be met by the (CEO) Visionary and team.

I often rely on charm and charisma to convince the (CEO) visionary and team of my caring and compassionate nature

I interact authentically, letting my genuine care and compassion shine through

When things go wrong I tend blame myself excessively

When things go wrong I reflect on my actions and seek solutions.

I tend to only share personal information with trusted individuals and value my privacy.

I find myself oversharing personal information with the (CEO) Visionary and team.

My Family would say I find it hard to keep a work/life balance and rarely prioritize personal life over work responsibilities

My family would say I am consistent about protecting my confidence and prioritizing work/life balance.

I struggle to manage stress and pressure effectively in my role and often get overwhelmed.

I implement effective stress management tools and techniques in my role so I can handle the pressure and stress.

I know where my role starts and ends what I have control over and where I need to let go

I frequently attempt to influence outcomes that extend beyond my role and responsibilities

I often find myself doing many tasks I don't enjoy and I am not good at.

I am clear about my passions and what I am great at and delegate everything else

I find it challenging to assert my leadership style and often waver in how I present myself as a leader

I am confident in my leadership style and consistently show up as my authentic self