A six-month journey of seeing yourself, your team, and your leadership clearly — anchored on the values that define how Horizon leads.
Justin has invited you to be part of something specific over the next six months: a focused leadership engagement anchored on the Horizon Way. We'll work together, both one-on-one and as a cohort.
This portal is the home for our work. Eighteen assessments. Recurring Culture Captures, a reflection checkpoint at the end of each wave that captures what surfaced before you move into the next one. Your Personalized Leadership Binder, generated from everything you do here.
Your reflections inside the portal stay private to you. Your assessment results and Culture Captures are shared with me as the foundation of our work together. That's the ethical line, and we'll honor it.
If you have any questions, comments, or concerns as we go through this process, please don't hesitate to email me at tracey@traceycjones.com. Even if you just need me to give you context or encouragement.
Every assessment, reflection, and conversation in this engagement ladders up to one of these five values. Your leadership team defined them as the heart of the culture: the standard you've committed to building, holding, and passing on.
Thinking and acting like an owner of Horizon's success. Not waiting for permission. Taking responsibility for the outcome, not just the assignment.
Working together across departments and levels. Building real working relationships inside and outside your team. Refusing to protect a silo.
Speaking up with solutions, not just concerns. Disagree, then commit. But disagree first.
Keeping faith with the work through challenges and change. Grounded optimism that sees the work clearly, refuses despair, and helps the team find a way through.
Continuously growing yourself and the people around you. The leader who reads, reflects, asks for feedback, and teaches.
Enter your personal password to continue. If you don't have one, contact Tracey at tracey@traceycjones.com.
Phase 1 of the Horizon Way Leadership Engagement
Your first move. A reflective intake to be completed before our July session — about 45 minutes of honest writing.
The first five assessments build the foundation. They surface who you are at your core, how you've been shaped, what you believe leadership is, and what you expect from those who follow you.
The next five assessments look at how your leadership actually shows up: the traits people see in you, the skills you bring, the behaviors you default to, the situations you handle well, and the way you motivate the people around you.
The final eight assessments go deeper: the quality of your relationships with each direct report, the way you balance inspiration and exchange, your authenticity, your servant moves, your ability to adapt, your inclusivity, your ethics, and the team you've built.
This is where the great stuff happens. After eighteen assessments, your Field Guide, and three Culture Captures, all twelve leaders come together in December to turn private insight into shared commitment. Your final Culture Capture is what you'll bring to brief the group.
After each leader briefs, the room affirms them. Fill in what you've noticed about each of your fellow leaders' growth, print it, and bring it to read aloud.
Once all eighteen assessments are done, generate your Capstone — your scores and your own reflections, gathered into one document. It's the foundation you'll build your December briefing on.
Your honest starting point. About 45 minutes if you take your time. Save and come back whenever you need to — your responses save automatically.
Your Deep Dive responses are between you and Tracey.
Your working journal between check-ins. Capture your insights here in preparation for your next 1:1 with Tracey.
Your Culture Captures are between you and Tracey.
In December, after each leader briefs the group, the room affirms them. This is your space to prepare. For each of your fellow leaders, capture what you've noticed about their growth over the past six months — then print this and bring it to read aloud. Put "ME" or "N/A" in your own box.
Please fill this out before our December group meeting. After each leader briefs the group on their progress, you'll have the chance to share what you've noticed about their growth. Download and print your sheet to bring with you to read aloud in the room.
This assessment measures five core personality traits that shape how you lead, how you handle stress, how you read people, and how you make decisions. The Big Five is the most validated personality framework in psychology — and it's the foundation for almost everything that follows.
It's not about leadership directly — it's about who you are at the core. Your personality is one of the biggest factors in your success as a leader, and in life.
Open your Field Guide and turn to The Big Five to review the purpose and meaning of this assessment. Thirty short statements, about 4 minutes. Your reflection at the end stays private to you.
Five core traits that shape how you lead, how you handle stress, how you read people, and how you make decisions.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment looks at how you show up as a follower — because every leader is also someone's follower, and how you follow shapes how you lead.
Robert Kelley's research found that the most effective followers think for themselves and bring real energy to the work. They make their leaders better. The kind of follower you are is also the kind of follower you tend to attract on your own team.
Open your Field Guide and turn to Kelley Followership to review the purpose and meaning of this assessment. Twenty statements, about 7 minutes. Your reflection at the end stays private to you.
How you show up as a follower — because every leader is also someone's follower, and how you follow shapes how you lead.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment surfaces your internal picture of effective leadership — the prototype you carry, usually without realizing it. It begins forming as early as age five or six, built from every leader you've ever worked with, watched, or wished you had.
Your internal model is the lens through which you judge yourself and everyone around you. Until you can name it, you can't notice when it's serving you or when it's getting in your way. It also shapes who you instinctively trust and follow — people tend to see leaders who match their own prototype as the ideal.
How this works. You'll rate nine leadership traits — from the Offermann, Kennedy & Wirtz ILT scale — on how important each one is in the leaders you admire or choose to follow. There are no right answers. Your ratings sort into three lenses, and the highest reveals the prototype you lead and follow by. About 5 minutes.
Open your Field Guide and turn to Implicit Leadership Theory to review the purpose and meaning of this assessment.
The picture of effective leadership you've been carrying — usually without realizing it.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment looks at what you unconsciously expect from the people who follow you. Most leaders haven't named these expectations — but they shape how you hire, how you delegate, and how you treat the people on your team.
Researchers split these expectations into two categories: prototypes (what you hope followers will be — hardworking, enthusiastic, loyal) and anti-prototypes (what you fear they might become — easily swayed, difficult, unprepared). The shape of your scores reveals whether you lead from hope or from fear.
Open your Field Guide and turn to Implicit Followership Theory to review the purpose and meaning of this assessment. About 5 minutes to complete. Your reflection at the end stays private to you.
Don't picture one specific person, and don't picture your current team. Picture "followers" in general — the image that comes to mind when you hear the word. That image was built over a lifetime of bosses, hires, teammates, and the followers you've had, good and bad. This assessment surfaces the picture your experience handed you — the lens you carry into every new relationship, often without realizing it.
What you unconsciously expect from the people who follow you.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment surfaces the lens through which you see leadership itself. Some leaders see leadership as a trait — you have it or you don't. Some see it as a skill you build. Some see it as a relationship. Some see it as a process. None is wrong, but they lead very differently.
Your conceptual lens shapes everything that follows. If you believe leadership is a trait, you'll spend your time looking for it in others — and giving up on those who don't seem to have it. If you believe it's a skill, you'll spend your time building it. The lens is the leverage.
Open your Field Guide and turn to Conceptualizing Leadership to review the purpose and meaning of this assessment. Twenty-four statements, about 7 minutes. Your reflection at the end stays private to you.
The lens through which you see leadership itself.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
"Who Do You Say I Am?"
This assessment measures the gap between how you see yourself as a leader and how others experience you. Fourteen traits people associate with effective leaders. You rate yourself. Then a few people who know you well rate you on the same traits, so you can compare.
"Who Do You Say I Am?" is the central question of authentic leadership. Most leaders never get a real answer. This is your chance.
This is a 360 assessment. First you rate yourself below. Then you'll generate a personalized feedback link for each person you choose. They rate you on the same traits, download their completed form as a PDF, and email it back to you to keep with your materials. You'll read those forms yourself — this portal will show you exactly how.
Pick people who have worked closely with you. The richest picture comes from a mix: a direct report, a peer, a supervisor, perhaps a long-time colleague. You'll be open with them about asking for candid feedback — this isn't anonymous, and that's a good thing. Honest input from people you trust is the whole point.
Enter your raters' names and emails below. The portal generates a personalized feedback link for each one, which you copy and email to them. They open the link, rate you on the same fourteen traits, then download their completed form as a PDF and email it back to you. You keep those forms with your materials and read them yourself — the portal will show you exactly what to look for.
Open your Field Guide and turn to Leadership Trait Questionnaire to review the purpose and meaning of this assessment.
Your self-ratings, and how to read the feedback your raters send back.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This assessment measures three categories of leadership skill: Technical, Human, and Conceptual. Every leader needs all three, but the mix shifts as you move up. Front-line leaders rely on technical skills. Senior leaders need conceptual ones. The middle is where Human skills carry you.
Most leaders over-invest in the skills that got them their last promotion and under-invest in the ones that would earn them the next one. This assessment shows you which lane you've been working in, and which one you've been neglecting.
Open your Field Guide and turn to Skills Inventory to review the purpose and meaning of this assessment. Eighteen statements, about 6 minutes. Your reflection at the end stays private to you.
Three skill sets, three lanes, one profile of where you've been investing your growth.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment measures the two fundamental dimensions of leadership behavior: Task and Relationship. Task is about getting the work done: clarifying expectations, setting standards, organizing the effort. Relationship is about caring for the people doing the work: warmth, communication, real concern.
Decades of research keep coming back to these two dimensions. The leaders who go the distance score high on both. The ones who burn out tend to over-index on Task. The ones who can't deliver tend to over-index on Relationship. This assessment shows you your default mix.
Open your Field Guide and turn to Leadership Behavior to review the purpose and meaning of this assessment. Twenty statements, about 6 minutes.
How you balance the work and the people doing the work.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment tests your ability to flex your leadership style to match what the moment requires. The same person on your team needs different things from you on different days. The same situation needs different leaders depending on the people in the room.
Most leaders have one style they're good at and they apply it everywhere. That works in the situations that match and creates real damage in the ones that don't. The leader who can read the room and shift gears outperforms the leader with one great gear.
Eight credit union scenarios. For each, pick the response closest to what you'd actually do. There are no obviously right answers. The assessment surfaces your default style and your flexibility score.
Open your Field Guide and turn to Situational Leadership to review the purpose and meaning of this assessment.
Your default style, and the range you bring to different moments.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment surfaces your default approach to clearing the path for the people you lead. Path-Goal theory says a leader's job is to remove obstacles, provide direction, and help people find their way to the goal. There are four ways to do that, and good leaders use all four depending on the moment.
This is where Resilient Optimism gets operational. The leader who clears the path doesn't just stay positive: they actively make it easier for their people to keep going. Path-Goal shows you which clearing moves come naturally and which ones you avoid.
Open your Field Guide and turn to Path-Goal Leadership to review the purpose and meaning of this assessment. Twenty statements, about 6 minutes.
The four ways you can clear the path, and the ones you reach for most.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
A leader you work with has asked for your candid feedback as part of a leadership development program. Rate them on fourteen traits below, then download your completed form and email it back to them.
For each trait, rate how strongly you feel it describes this leader. There are no right answers, only honest ones. Your candid assessment is the most useful gift you can give them.
About 5 minutes. When you finish, you'll download a PDF of your completed form to email back to the leader.
This assessment measures the quality of the working relationship you have with each of your direct reports — one person at a time. Most leaders have an in-group they trust deeply and an out-group they keep at arm's length. The gap between the two shapes everything: who gets stretch assignments, who gets the benefit of the doubt, who gets developed, who gets managed.
LMX-7 surfaces those relationships from your side, by name. The honest version of who you've invested in, and who you haven't.
This one is different. First, list the people who report directly to you (up to 8 names). Then rate seven dimensions of your working relationship with each one. The names stay between you and Tracey. About 10 minutes.
Open your Field Guide and turn to Leader-Member Exchange (LMX-7) to review the purpose and meaning of this assessment.
Enter the first name (or a name you'll recognize) for each person who reports directly to you. Add at least one. You can list up to eight.
The shape of who you've invested in, and who you haven't.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment looks at two fundamentally different ways of leading. Transformational leaders lift people up: they share a vision, model values, and inspire growth. Transactional leaders exchange: they reward, correct, and manage to the agreement. Most leaders do both. The mix tells you where you're putting your energy.
Transactional isn't bad — credit unions run on it. The question is whether you have enough Transformational moves in your toolkit when the moment calls for one.
Open your Field Guide and turn to Transformational vs. Transactional to review the purpose and meaning of this assessment. Eight statements, about 3 minutes.
Where you put your leadership energy.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment measures whether you lead as yourself. Authentic leaders know who they are, lead from their values, hear input they don't agree with, and let people see them clearly. The opposite of performing leadership is being one.
Four dimensions: Self-Awareness (you know your impact), Internalized Moral Perspective (you lead from values, not pressure), Balanced Processing (you hear what challenges you), and Relational Transparency (you let people see the real you). Most leaders are strong in some and quietly weak in others. The shape matters.
Open your Field Guide and turn to Authentic Leadership to review the purpose and meaning of this assessment. Sixteen statements, about 5 minutes.
Four dimensions of leading as yourself.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment surfaces whether you lead to serve, or whether the people you lead are there to serve you. Servant leadership inverts the usual order: the leader's first job is to help others grow, succeed, and do their best work. Authority is a tool for service, not a perk of position.
Seven dimensions: Tending to Emotional Needs, Building the Community, Conceptual Skills, Empowering Others, Growing My People, Putting My People First, and Ethical Conduct. Each one is a different way of putting others ahead of yourself.
Open your Field Guide and turn to Servant Leadership to review the purpose and meaning of this assessment. Twenty-eight statements, about 9 minutes.
Seven ways of putting others ahead of yourself.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment measures your ability to lead through change that requires people to learn, lose, or let go. Adaptive challenges are different from technical problems. Technical problems have known solutions and known experts. Adaptive challenges require people to change how they think, work, or relate — which means they tend to be resisted, even when the resistance doesn't look like resistance.
Six dimensions: Get on the Balcony (stepping back to see patterns), Identify the Adaptive Challenge (naming what's really at stake), Regulate Distress (holding the pressure without breaking the room), Maintain Disciplined Attention (keeping the work on the hard things), Give the Work Back (resisting the urge to solve it for them), and Protect Leadership Voices from Below (making space for the people raising the hard truth).
Open your Field Guide and turn to Adaptive Leadership to review the purpose and meaning of this assessment. Thirty statements, about 10 minutes. Some items are reverse-scored to keep your responses honest.
Six dimensions of leading people through real change.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment measures your inclusive moves across five different contexts: one-on-one interactions, leading teams, facilitating teams, participating on teams, and mentoring. Inclusion isn't an attitude — it's a set of behaviors. The behaviors look different depending on the role you're playing in the room.
The five contexts: One-on-One, Teams as Leader, Teams as Facilitator, Teams as Participant, Mentor. Most leaders are inclusive in one or two of these and quietly less so in the others. This surfaces which ones.
This one is different. Items are Yes / No (not a scale). Answer honestly — the value is in noticing where you said no. About 7 minutes.
Open your Field Guide and turn to Inclusive Leadership to review the purpose and meaning of this assessment.
Where your inclusion is strongest, and where it gets quiet.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This assessment surfaces the ethical framework you default to under pressure. Most leaders have one. They reach for it almost automatically when a hard call has to be made — and they often don't know they're doing it.
Six frameworks: Duty (what the rules require), Utilitarian (what produces the greatest good), Virtue (what a person of character would do), Caring (what protects the relationship), Egoism (what serves the organization's long-term interest), Justice (what is fair).
Ten credit union scenarios. For each, pick the choice closest to what you'd actually do. There are no obviously right answers. The assessment shows you the ethical lens you reach for most often.
Open your Field Guide and turn to Ethical Leadership to review the purpose and meaning of this assessment.
The framework you reach for when the call is hard.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
This is the final assessment in the suite, and it pulls everything together. It looks at the team you've actually built — how it functions, and the specific leader behaviors you bring to it.
Two parts: Part A asks how your team is functioning (clear direction, structure, collaboration, standards, results, support). Part B asks about the specific leader behaviors that produce high-performing teams. The gap between A and B is often the most revealing.
This one is different. Four-point forced scale, no neutral middle. Either you lean toward False or toward True — the discomfort of picking sides is part of the point. About 5 minutes.
Open your Field Guide and turn to Team Excellence to review the purpose and meaning of this assessment.
The team you've built, and the behaviors that built it.
These reflections are the heart of our 1:1 — take your time and go deep on each one. They save into your downloaded PDF, so you’ll have them on your computer and for your Field Guide.
Saved automatically as you type.
This one’s yours to keep — your reflections are saved right into the PDF. Print it for your Field Guide binder or save it to a folder, and bring it to our 1:1, where we’ll talk through it together.
Your facilitator dashboard. Cohort-wide completion, Coaching Observation Log, and individual leader records.