Where you think you stand, and where you stand.
Twenty-one questions across seven dimensions. Five minutes. You leave with your plotted Position Map, a read on your strongest and weakest dimensions, and three concrete next actions for your situation.
Take the DiagnosticFree
The Position Map
Know what kind of situation you’re in.
Quadrant confusion is expensive. People in Sight first try to execute. People in Hold position assume the problem is them. People in Build the case think they have time they don’t.
The Position Map reveals the pattern of your situation, and what that pattern calls for. Different quadrants require fundamentally different strategies.
The Process
01
Answer honestly
Twenty-one questions across the Seven Dimensions. No trick questions, no personality typing. The read is only as honest as the inputs.
02
Receive your map
Your placement on the Position Map: where you stand on each dimension, which ones are doing the most work in your situation, and three concrete next actions.
03
Decide what's next
Use the read on your own, or bring it to a chemistry call. The Diagnostic is the front door of the practice, not a product.
Who it’s for
Built for operators navigating the next major move.
Directors and senior operators in product, technology, design, and engineering at scale companies. The questions are calibrated to that situation; if it isn’t quite yours, the read is still honest, just less sharply aimed.
- You're working toward a specific move in the next six to eighteen months.
- You suspect the gap isn't skills, and you want language for what it actually is.
- You'd rather know where you stand than be reassured.
The Seven Dimensions
Narrative
The story people repeat when you're not in the room. Building it is authorship work: tested language, sharpened until it travels intact.
Sponsors
Who actually advocates when decisions get made. Mentors advise you; sponsors argue for you. The two are constantly mistaken for each other.
Visibility
Whether decision-makers see your work directly. Being valued by your manager and being seen at the deciding level are different conditions, often confused.
Role-scope
What percentage of your work operates at the target level. The strongest cases show the role already being done; scope moves before title does.
Evidence
The written artifacts your case rests on. Work that was done but never documented cannot be argued for in the rooms that decide.
Political capital
Your accumulated standing and the debts owed to you. Built slowly, spent at moments, and invisible until you need it.
Timing
Whether your organization is in the phase that supports you. The same case lands differently across a reorg, a budget cycle, or a leadership change.