I was promoted for managing well, and the job feels different.
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Assessments for leaders and executives, in any sector. Choose the situation closest to yours. The result comes back on screen and by email, with the reasoning behind it.
Launch offer: 25 percent off every code through February 1, 2027.
Who can stop an AI system, and does the top team describe AI the same way? These assessments ask what boards and executives now have to answer, and every report shows the reasoning behind its reading.
There are sixty-two assessments here. Nobody needs all of them. Tell us who this is for and what you need, and you'll get a short route in four stages: a baseline first, then a deeper look where it matters, then a comparison of views, then a plan you act on and retake.
Choose an answer in each row to see your route.
Most leaders arrive with a symptom, not a tool name. Pick the one closest to yours and open the tools that speak to it.
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Not sure which fits? Describe the problem in the request form below and we will suggest two or three.
Each takes about four to eight minutes. Access is by code, so a client, cohort or program can be given exactly the assessments it needs. The ones marked Your View ask one person about a team, a board or an organization. Filter by problem, or open any tool for who it is for and what the report covers.
Six capacities for leading across cultures, with a check on whether pressure or low engagement limits the rest.
How often observable leadership patterns show up, from strategic judgment to culture and ethics. It reads patterns, not intent.
Compares how you work across differences in ordinary conditions with how you work under high pressure.
Five ways of handling disagreement, and which you reach for by habit.
How safe it feels on one team to raise problems, admit mistakes and disagree.
How accepted, heard, fairly treated and connected you feel where you work.
Whether your week looks like executive work or senior management work, across five areas where good managers often stall at the top.
Whether the conditions for a change effort are in place before it starts.
Role clarity, oversight, strategy, the chief executive relationship and board dynamics.
How prepared the organization is for a planned or sudden leadership change.
How much the business depends on one founder or owner-leader, and whether it could grow, be sold or survive an absence.
How ready the organization is to adopt AI in ways that stick. Five areas, and none of them is the technology.
Whether problems reach you in time to matter. Accountability follows the means to know.
Whether the way you work lives in systems and documents or in a few people's heads. It decides how you survive turnover and growth.
How well the HR function is built for the size of the organization, and where under-building shows up in turnover and risk.
Whether the pace of work leaves room to learn, absorb change and keep new people.
Diagnoses one stalled goal. It sorts the cause into clarity, know-how, motivation or organizational conditions, since each needs a different fix.
Eight skills scored 0 to 100, with the strongest and the thinnest named.
Your top five of twelve strengths, and how they combine.
Behavior and communication preferences, with notes on working with other styles.
Nine types and the core motive behind each.
A four-letter preference profile in the Jungian tradition.
At what level does each area of our AI practice sit? Do leaders and staff agree?
Does the top team share one picture of AI?
Who decides what AI does here, and who can stop it?
What AI is used, on what data, without sign-off?
When an AI system fails, who notices? Who acts, and how fast? What gets learned?
What review happens before AI-assisted work reaches a colleague, client or the public?
Does the board have the literacy and the questions to oversee AI?
What does the top team model, and what does the organization copy?
Have your three codes (Procedural, Relational, Meaning) drifted under AI?
Has this team agreed when AI gets used? Who reviews and owns the result?
Do notices and human review match the employment AI rules that apply, and are the records there?
Can candidates see how AI is used in hiring, and can a person overrule it?
What do staff actually see and trust about AI where they work?
Who owns AI in HR and is its effect measured?
Is the people data fit to inform AI-assisted decisions?
Can you show what your HR AI vendor tested and logged?
Is learning keeping pace with AI? That includes the entry-level pipeline and the new-hire ramp.
Can people see how AI shaped an evaluation, and can they question or correct it?
How do monitoring and AI change engagement and security?
How are AI-related role changes handled?
How ready is marketing to use AI and how much room is left?
How ready is the organization to turn AI into profit, and how much room remains?
How ready is the service and sales function to use AI and how much room is left?
How does AI change the way we find and write grants and report on them, and are we ready?
Do donors know and trust how we use AI, and do our practices protect that trust?
How is AI used in program design and delivery, and in measuring outcomes? Is it checked?
How do funders use AI in grantmaking and how do they treat applicants' AI use?
Do the people we serve know how their data meets AI, and can they say no?
Do residents see and trust how government uses AI, and does staff practice match policy?
Do we know which AI uses to ask for help with, and can we absorb that help?
Does finance use AI under a defined strategy and measure what it returns?
Where do AI agents act on their own? What limits and monitoring apply?
Is AI in the core of the operation or only at the edges?
How are roles and the entry-level pipeline changing, and who manages it?
Do you trust AI output as much as it has earned?
How do you decide with AI: delegate, collaborate, verify or override?
What does your team see you do while AI changes their work?
Which cultural codes does your leadership run: Procedural, Relational, Meaning?
Which parts of your one-person business does AI already carry and where is the biggest unused room?
What client information goes into AI tools and what have you promised clients?
No assessment is tagged to that problem yet.
Every assessment returns a reading on screen when you finish and a designed report by email. Strongest and lowest areas are named, each area gets a plain reading, and the level-type tools add a first place to focus.

Dr. Pablo Otaola is an organizational diagnostician and executive advisor. He is the founder of Thriving Culture LLC and of OrgLayer, an organizational intelligence platform that brings AI to leadership and culture work.
He holds an Ed.D. in Organizational Change and Leadership from the USC Rossier School of Education. His dissertation, A Thriving Culture of Belonging, examined organizational cultural intelligence and retention in a multi-site technology organization, and the research instrument behind it was validated on more than a thousand respondents.
Before consulting full time he led Young Life's Denver Metro operation with executive accountability for strategy, fundraising, board governance and talent, while directing the organization's global cross-cultural work. He later served as a Principal at The Raben Group. Since 2010 he has advised CEOs, boards and leadership teams in public-sector, nonprofit, technology, healthcare and association settings, including a competitively awarded engagement with the City of Loveland, Colorado.
Your data. We store your name, email, answers and scores so your result and report can be delivered. Read the privacy notice and the terms.
Assessments start the conversation. Thriving Culture LLC works with executives and organizations on what to do with what the reading shows.
The same tools can support a program you already run.
Everyone on the team takes the same assessment with the same group code. The Lab combines their answers into one report on the team as a whole. You see the pattern. You never see who answered what.
Launch offer: 25 percent off every seat through February 1, 2027. The group report fee stays at $149.
The group report is a hosted page of about fourteen pages. It covers each area in depth, where members agree and where they differ, a guide for the team conversation and a 90-day plan. The email gives you the short version and the link. To keep a copy, open the page and choose Save as PDF.
Manager-to-Executive Shift and the Detectability Index are individual only, because each one reads a single person's view of their own position.
$29 a seat
Type Preferences, Enneagram Finder, DISC Style, Strengths Profile, Entrepreneurial Skills.
$59 a seat
Cross-Cultural Leadership Competence, Executive Leadership Self-Assessment, Leadership Pressure Profile, Conflict Style Profile, Team Psychological Safety (Your View), Belonging at Work (Your View).
$79 a seat
Culture Change Readiness, Board and Governance Effectiveness (Your View), Succession Readiness (Your View), Founder Dependence (Your View), AI Adoption Readiness (Your View), Operating Knowledge and Process Maturity (Your View), HR Function Maturity (Executive View), Pace Conflict (Your View), Why Isn't It Getting Done? (Your View).
You pay the seat price for each person, plus $149 for the group report. The fee is the same for 4 people or 400.
A worked example. A team of 8 takes a Leadership and culture assessment during the launch offer. Eight seats at $59 come to $472. The 25 percent launch discount takes off $118, leaving $354. Add the $149 report fee and the total is $503.
After the launch offer. A group of 25 on a Foundations assessment pays 25 seats at $29, which is $725. The 25 percent volume discount takes off $181.25, leaving $543.75. Add the $149 report fee and the total is $692.75. Discounts apply to the seats only and do not combine.
Read the full Terms and the privacy notice. Assessments are for development and reflection only.
One code covers one completion of one assessment, including the on-screen reading and the emailed report. Prices are in US dollars. Pay online by card and the codes reach you within the minute, or ask for an invoice if your organization pays by purchase order. No account needed.
$29
Entrepreneurial Skills, Strengths, DISC, Enneagram, Type Preferences, and the individual AI tools: AI Judgment Calibration, AI Decision Habits, Solo AI Leverage and Headroom, Solo Client Data and Trust Practice.
$59
Cross-Cultural Leadership Competence, Executive Leadership, Pressure Profile, Conflict Style, Psychological Safety, Belonging, Manager-to-Executive Shift, Leading Through AI Change, Leadership CQ for the AI Workplace.
$79
Culture Change Readiness, Board Effectiveness, Succession Readiness, Founder Dependence, AI Adoption Readiness, Detectability, Operating Knowledge, HR Function Maturity, Pace Conflict, Why Isn't It Getting Done?, and the AI practice, HR, business, nonprofit and public sector tools (34 in all).
$149
Cross-Cultural Leadership Competence, Executive Leadership and Pressure Profile together, for one person. Available by request.
15% to 25% off
15 percent off at 10 or more codes, 25 percent off at 25 or more.
$149
Flat fee for one combined report on a team, plus the seat price for each person. Four people at minimum. How group reports work.
$400
Sixty minutes with Dr. Otaola on one person's results, with a written summary of agreed actions.
Launch offer. Every code is 25 percent off through February 1, 2027. After that, list prices apply, with 15 percent off at 10 or more codes and 25 percent off at 25 or more. Discounts do not combine. The leadership set is available by request.
Larger work. Organizational assessment engagements and leadership programs are quoted after a scoping call.
Each code covers one completion of one assessment. You pay by card, and the codes arrive by email with your receipt, ready to send. Give one to each person. Buying for a team? Choose "A team, with a group report" below, and read how group reports work first. Need an invoice, a purchase order or more than 200 codes? Use the request form below.
We reply by email with an invoice and the codes. If you are not sure which assessments fit, describe the problem and we will suggest two or three.