Assertiveness

Strengths

• Calm and composed, especially under pressure
• Willing to let others lead or shine
• Creates space for quieter voices in teams
• Less likely to escalate conflict unnecessarily

Liabilities

• May hesitate to take initiative or assert authority
• Can be overlooked in fast-paced or competitive settings
• Risks being seen as indecisive or disengaged
• May defer even when leadership is expected

Development tips if you lean left

• Speak first in one meeting per day, even briefly.
• Use assertive openers like “I believe” or “Here’s what I’d recommend”.
• Offer one clear suggestion today without hedging or deferring.
• Ask for what you want using direct language, for example, “I’d like to take the lead on this”.
• Identify moments where leadership is needed and commit to stepping in, even if it feels uncomfortable.
• Practise decisive thinking by writing out your opinions and rehearsing voicing them clearly.
• Reflect on fears around visibility. Ask yourself what the cost is of staying in the background.
• Volunteer for visible, uncomfortable roles such as chairing a meeting or leading a difficult conversation.

Strengths

• Takes charge in uncertain situations
• Provides clear direction and energy
• Speaks up readily with opinions and ideas
• Comfortable influencing or challenging others

Liabilities

• May overpower others in conversation or decision-making
• Risks creating dependence or resentment in teams
• Can discourage input or dissenting views
• May act impulsively without full input or consensus

Development tips if you lean right

• Say “I’d love to hear your take first” before giving your view.
• Use “We could” instead of “We should” at least once per meeting.
• Choose one meeting today to take the role of facilitator rather than driver.
• Pause before speaking and ask yourself, “Is this helpful or habitual?”
• Practise guided silence by waiting five to ten seconds before jumping in during discussions.
• Ask rather than tell. Replace direction with curiosity using open-ended questions.
• Reflect on group energy. Consider moments when your leadership filled space versus lifted others.
• Let others lead. Step back in meetings and let others set the direction or take the close.

If you lean laid-back, you may:

• Wait to be asked before offering your view
• Prefer to listen and observe before stepping in
• Let others take the lead unless the situation demands it
• Use more tentative language to avoid dominating the room

If you lean dominant, you may:

• Step in quickly to set direction or make decisions
• Speak early and often in meetings
• Challenge or push others to move faster
• Take charge when roles or responsibilities are unclear

Assertiveness helps when:

• Teams need clear direction and momentum
• Decisions are stuck or accountability is unclear
• A leader must advocate for priorities or standards
• Uncertainty requires steady leadership and action

Assertiveness hurts when:

• Leaders dominate the discussion and reduce psychological safety
• Teams rely too heavily on one person to lead
• Speed is prioritised over good input and decision quality
• People stop offering dissenting views or alternative ideas