Complimentary Kasb Leadership Profile

About the Kasb Leadership Profile

The Kasb Leadership Profile (KLP) is designed to help you better understand how you lead, contribute, and carry responsibility within the organizations and communities you serve.

This is not a personality test, leadership rating, or performance evaluation. Rather than asking you to rate yourself against leadership qualities, we will ask you about a small number of experiences from your professional life.

There are no preferred answers. We are interested in what actually happened, the role you played, how you approached the situation, and what you learned from it.

Your responses will be interpreted using the Kasb Leadership Architecture (KLA), an evidence-based framework for understanding leadership contribution and stewardship.

Privacy, Confidentiality & Use of Information

The information you provide through this form will be used by Kasb Institute for the purpose of preparing and administering your Kasb Leadership Profile (KLP). Your responses will not be sold, used for advertising, or shared with third parties for unrelated commercial purposes.

Please do not submit trade secrets, legally privileged information, highly sensitive personal information, or confidential information that you are not authorized to disclose. You are encouraged to anonymize organizations, clients, colleagues, transactions, financial information, and other identifying details where appropriate. The KLP is concerned with the nature of your experience, judgment, contribution, and leadership responsibility—not confidential organizational details.

Kasb will seek to limit access to submitted information to individuals involved in administering, reviewing, or developing your KLP and will use reasonable administrative and technical safeguards appropriate to the information collected. As with any electronic system, however, absolute confidentiality or security cannot be guaranteed.

Your KLP is an evidence-informed developmental assessment based on the information available to Kasb. It is not a psychological or clinical assessment, employment evaluation, background investigation, legal opinion, or guarantee of future leadership performance. Findings represent professional interpretations of the available evidence and may include areas where the evidence is insufficient to reach a confident conclusion.

Unless you separately authorize otherwise, personally identifiable information submitted for your KLP will not be used in external research, publications, case studies, marketing materials, or public presentations.

Kasb may use aggregated or de-identified information to evaluate and improve the KLA/KLP methodology, provided that such use does not reasonably identify you or your organization. If Kasb intends to use identifiable information for research, publication, case-study, testimonial, or other purposes beyond administering your KLP, separate permission will be requested.

By submitting this form, you acknowledge that you are voluntarily providing the information contained in your responses, that you are authorized to provide it, and that you understand the purpose and limitations of the KLP.

Estimated completion time: approximately 30 minutes.

Part 1 of 812.5%

Part 1 — Basic Information

This section gathers basic info about you and the organization in which you currently carry your primary leadership responsibilities.

Part 2 — Leadership Context

This section gathers info on your leadership position, responsibility, years of experience, etc.

Part 3 — Professional Background

Please provide the following so we can understand your professional history without asking you to reproduce it in this form.

or drag files here.
Please download your LinkedIn profile as a PDF directly from LinkedIn and upload it here.
or drag files here.
Upload your CV or résumé as a PDF.

Which of the following are meaningful parts of your current responsibilities?

Part 4 — Something You Built, Changed, or Improved

Think of one meaningful situation from your actual experience in which you helped build, change, improve, repair, or create something.
It does not need to be your largest achievement. Choose an experience that illustrates a contribution you personally made.
Please anonymize any confidential details.

4.1 What Kind of Situation Was It? (Select up to 3)

4.2 What Was Your Role? (Select all that materially applied)

4.3 What Made the Situation Challenging? (Select up to 3)


Briefly describe: 1) the situation; 2) what you concluded needed to happen; 3) what you personally did; and 4) how others contributed where relevant.

4.4 Which best describes the outcome? (Select only 1)


Briefly describe what changed as a result of the initiative. Where possible, identify observable effects on people, performance, capability, systems, relationships, or the organization.

4.5 What happened after your direct involvement decreased? (Select only 1)


Briefly describe what you would do differently and what the experience taught you about creating or sustaining change.

Part 5 — A Consequential Decision

Think of one decision from your actual experience where the best course of action was not immediately obvious.
The difficulty may have involved competing responsibilities, incomplete information, commercial or organizational pressure, effects on other people, disagreement among stakeholders, or tension between short-term and longer-term considerations.
It does not need to involve misconduct or an ethical crisis.

5.1 What Made the Decision Difficult? (Select up to 3)

5.2 What Responsibility Did You Carry? (Select only 1)

5.3 What Considerations Influenced Your Judgment? (Select all that apply)


Describe what you believed should be done and why.
Where important considerations pointed in different directions, explain what principle, responsibility, or commitment ultimately mattered most in reaching your judgment, and why.

We are particularly interested in understanding what guided your decision—not whether there was a "right" answer.

What Did the Decision Require?

Was there a meaningful cost, sacrifice, trade-off, or downside associated with the course you supported?

Looking back, which best describes your view today? (Select only 1)


Part 6 — Leading Through Other People

Think of one meaningful situation where achieving an important objective depended on working through other people rather than primarily through your own individual effort.
This might involve delegation, accountability, resistance, trust, collaboration, performance, conflict, or developing another person.

6.1 What Was the Primary Leadership Challenge? (Select up to 2)

What authority did you have? (Select only 1)


Briefly describe the situation and how you worked through the people involved.
Where relevant, consider: 1) what you asked others to carry; 2) what you retained responsibility for yourself; 3) how you handled disagreement or resistance; 4) how accountability was established; and 5) whether your approach changed as the situation developed.

6.3 How Did the Situation Develop?

Which best describes what ultimately happened?

Part 7 — Looking Across Your Leadership Experience

7.1 What Do People Repeatedly Rely on You For? (Select up to 5)


What kind of responsibility are you increasingly being asked—or preparing—to carry?
Describe an area where greater capability, consistency, or experience would help you carry your responsibilities more effectively.
Is there something important about how you lead, contribute, or carry responsibility that the experiences above are unlikely to reveal?

Part 8 — Final Confirmation

Before you submit

  • Review each completed part using the progress bar above.
  • Make sure your responses describe your own contribution accurately.
  • Do not include confidential, proprietary, privileged, or personally sensitive information.
  • Your completed KLP Executive Profile will sent to the email address you provided once it is ready.