Over the past few months, more than 100 purpose-led leaders have taken our Impact Readiness Index™ (IRI). We built it as a reflection tool: a short set of questions that shows where you feel steady, where things feel stretched, and where a small change could make a big difference.
This blog is the first in a short series sharing what we are learning from that first group. These are not individual reports but the patterns we see when we put the first 100 results together. They are averages, not personal scores, but they already tell us something useful about the habits that help leaders make progress and the ones that sometimes get in the way.
Who are these first 100? They come from public service, education, politics, non-profits, community organisations and mission-driven businesses. What they share is not a job title but a drive to make a difference in their own fields.
And one finding jumps out straight away.
3 in 4 in four told us they do not always give the kind of feedback that helps people improve, and more half said they only "sometimes" tackle though tougher conversations.
These leaders are strong at building trust, but less confident in the tougher conversations that often decide whether projects move forward or stall.
At The Change Arc, we spend our time with leaders who want to make a difference. They are full of intent and often bursting with ideas. But again and again we noticed the same thing. Progress slowed down not because of vision but because the everyday habits that keep things moving were not always in place.
We pulled those lessons together into what we call our Impact Model™. It is built around eight areas that we believe matter most if you want to turn ambition into lasting impact:
Visionary Leadership – setting a clear direction that inspires people.
Ethical Leadership – acting fairly and building trust.
Strategic Management – planning well and making good decisions.
Resource Management – keeping time, money and systems in good order.
Knowledge and Experience – drawing on expertise and lessons learned.
Creative Innovation – generating ideas and trying new things.
Resilience – keeping going and protecting wellbeing.
Influential Communication – connecting with others and persuading them to act.
The IRI is the practical version of this model. It takes five minutes to answer 40 questions and you get a free personalised report instantly with feedback and tips.
It is not a test. It is a tool for reflection.
Looking at the first 100 responses, some common threads stand out.
People told us they are good at listening, being fair and bringing others with them. Those are clear strengths.
But when it comes to giving honest feedback or naming problems early, many said they hold back. Three in four do not do this consistently. Half said they often avoid conflict. The result is that issues linger longer than they should and decisions take more time.
Most said they feel clear about their purpose and can set a direction that others believe in. Leaders scored themselves very high in integrity and fairness.
What was interesting was inconsistency in looking further ahead. Many are operating in the here and now and considering environmental or long-term impact less so when making decisions.
People told us they are confident finding solutions and adapting when things change. That came through clearly.
The weaker spot was in choosing what really matters. Four in ten admitted they do not often plan so the most important things get done first. That suggests it is not a lack of problem-solving ability but a need to be sharper in decision making.
Most said they can keep going under pressure and rarely lose motivation. But only one in three said they consistently protect their wellbeing or give themselves time to recover.
That gap can be costly. In the short term it looks like resilience. Over time it builds towards burnout and others in the team can start copying the same pattern.
Managing time, money and people scored lowest across the group. Fewer than one in five said they “always” do this well.
These skills may not be glamorous, but they matter. Without them, projects feel heavier than they should and good ideas take longer to land.
When we look at the first 100 responses, people are telling us they feel clear on what they stand for and they have plenty of ideas. Where it wobbles is in the everyday stuff that keeps things moving: having the tough conversations, making decisions about what really matters, and taking time to recharge.
That is where good intentions can get stuck. The encouraging part is that none of this needs a big rethink. Small everyday changes can free up energy, speed up progress and keep people going for the long run.
If some of this resonates with you, here are three questions worth asking yourself:
Conversations. Are there tricky issues you have been putting off that, if said early and fairly, could clear the air and keep things moving?
Focus. Each week, are you clear on the few things that matter most, so energy is not drained by the noise?
Recovery. What small habit could you build in, (a walk, a proper lunch, switching off for an evening?) that would help you reset and keep your stamina topped up?
The IRI is still at an early stage. One hundred people is just the start. But the patterns already echo what we hear every day in our work. If you are curious about your own picture, take the IRI. It is free, it only takes five minutes, and it gives you a simple mirror for reflection. Link here
And more insights to follow in Pt 2
The Change Arc helps purpose-led leaders and organisations turn ambition into impact through strategy, communications and leadership development.
About the Author
Iain Fowler is the Co-Founder of The Change Arc, helping leaders and teams build influence and impact. With a background in strategy, leadership development, and communication, he works with leaders to define and activate value, sharpen their leadership brand, and deliver results.
