Prerak Leadership Assessment — Full Assessment

1.I get enough rest to bring steady energy to my responsibilities.

2.I keep some form of regular physical activity in my week.

3.I look after my health as a duty to those who depend on me, not just for myself.

4.I can sustain a long, demanding day without my judgement or temper suffering.

5.I routinely sacrifice sleep and health and treat it as a badge of commitment.

6.I pay attention to my health only when something breaks down.

7.I keep learning across fields, not only my own.

8.I reflect on my own decisions to understand what worked and what did not.

9.I actively seek out views that challenge my own.

10.With experience, I have grown better at telling what truly matters from what only seems urgent.

11.I rely mostly on how I have always done things.

12.I find it hard to admit that a younger person might understand something better than I do.

13.I stay calm and clear-headed in a crisis, and others draw steadiness from me.

14.I can hold my tongue and my temper even when strongly provoked.

15.I have come through real hardships and grown from them.

16.I keep a grounded hope even when things look difficult.

17.I understand my own emotional triggers well.

18.In recent times, my life has felt meaningful and worthwhile.

19.Under pressure, I take out my stress on the people around me.

20.When I am hurt or slighted, I hold on to it for a long time.

21.I have deep, trusting relationships built over years.

22.I can explain a difficult idea simply, in a way a young person will grasp.

23.I listen fully before giving advice, rather than rushing to my own answer.

24.I regularly give my time to people or causes with nothing to gain for myself.

25.I can read what a person needs even when they cannot put it into words.

26.I connect people across differences — background, generation, discipline — who would not otherwise meet.

27.I have little patience for people who do not learn as fast as I would like.

28.I tend to talk more than I listen.

29.My work is guided by a purpose larger than my own success.

30.I hold to my values even when it costs me materially or socially.

31.I have an inner steadiness that does not depend on how things are going.

32.I feel a genuine duty to leave things better for the next generation.

33.I see myself as a caretaker of what I lead, not its owner.

34.I measure my life mainly by what I have gained rather than what I have given.

35.Developing another person’s potential is one of the most meaningful things I do.

36.I see leadership as service to those I lead, not authority over them.

37.I give people real responsibility and room to grow, even at the risk of mistakes.

38.When a team I lead fails, I take the responsibility and shield them from unfair blame.

39.People follow my lead because they trust me, not because they must.

40.I believe almost anyone can grow far beyond where they are, given the right support.

41.I make decisions for the long-term good of the mission, even when they cost me short-term credit.

42.I actively prepare others to replace and surpass me.

43.I find it hard to let go of control and delegate meaningfully.

44.I want to remain the central figure that any success depends on.

45.I see where a small, well-placed effort could unlock a much larger change.

46.I have built lasting things — teams, institutions, initiatives — that outlived my direct involvement.

47.I can lead confidently through uncertainty without needing everything defined first.

48.I bring together the people, funds and know-how needed to make something happen.

49.I get significant things done with modest means.

50.I act on emerging problems early rather than waiting for them to become crises.

51.I encourage and back new ideas, even ones that challenge how we currently do things.

52.I treat setbacks as information and adjust, rather than giving up or hiding them.

53.I would rather keep things as they are than risk building something new.

54.When something I built struggles, I tend to protect my reputation over fixing the problem.

55.A young associate you mentor keeps missing commitments and is losing confidence. Others in the club are frustrated with them.

56.An initiative you guided closely has succeeded. At a public event, seniors praise you as the architect. In truth a young associate’s idea drove it.

57.You are stewarding a small ARISE fund. A respected donor offers a large sum but wants it used for a purpose outside ARISE’s mandate, and hints at recognition for you.

58.A club runs well largely because you personally hold it together. You are asked to step back so younger leaders can take charge, but you fear it may falter.

59.A talented young leader you mentor achieved a great result — but you learn they misled a partner to get it. No one else knows.

60.Two capable club members — one from a big city, one from a small town — clash constantly, and it is splitting the group.

61.A quicker path would grow ARISE’s numbers fast but involves overstating results to a partner. A colleague argues “the cause justifies it.”

62.You can spend a limited block of mentoring time on either the club’s star performer or a quiet, less-polished member with real but hidden potential.

63.Which is more true of you?

64.Which is more true of you?

65.Which is more true of you?

66.Which is more true of you?

67.Which is more true of you?

68.Which is more true of you?

69.Foundation is to Building as ______ is to Character.

70.Which does not belong: Guide, Nurture, Mentor, Command?

71.2, 3, 5, 8, 12, ?

72.A programme costs ₹60,000 and serves 240 young people. What is the cost per person?

73.If 3 mentors can guide 18 associates well, how many mentors are needed for 42 associates at the same ratio?

74.A pattern doubles then subtracts one at each step: 2 → 3 → 5 → 9 → ?

75.Along each row a value triples: row one 1, 3, 9; row two 2, 6, 18; row three 4, 12, ?

76.Every good mentor listens well. Ravi does not listen well. What follows?

77.Describe someone you helped grow — a junior, a student, a team member. What did you do, and where are they now? What did guiding them cost you, and what did it give you?

78.Tell us about a time you faced a real ethical test as a leader — a temptation, a pressure, a costly choice. What did you do, and what did it teach you about yourself?

79.If ARISE asked you to help build and steward its work in your city over the next three years, what would you set out to build, whom would you raise to carry it after you, and how would you know you had succeeded?

80.No one who has worked under me has ever had a fair complaint about me.

81.I have never once let ego influence a decision.

82.Every leader quietly bends their principles when the pressure is high enough.

83.Deep down, I want any success to clearly depend on me.