R.I.S.E. Index™ Leadership Inventory

I analyze how our policies advantage some groups and disadvantage others.

Not at all like meNot much like meSomewhat like meVery much like me

I consider how historical injustices still shape conditions in my organization and community.

Not at all like meNot much like meSomewhat like meVery much like me

I connect present-day inequities in our work to long-standing patterns of exclusion and harm.

Not at all like meNot much like meSomewhat like meVery much like me

I can clearly identify who holds formal and informal power in my organization.

Not at all like meNot much like meSomewhat like meVery much like me

I reflect on how my own social identities shape the way others experience my leadership.

Not at all like meNot much like meSomewhat like meVery much like me

I actively use my positional power to redistribute voice, influence, or resources toward those most impacted.

Not at all like meNot much like meSomewhat like meVery much like me

I feel able to name inequities in our organization, even when it may be uncomfortable.

Not at all like meNot much like meSomewhat like meVery much like me

I speak honestly about how our work falls short of our equity commitments.

Not at all like meNot much like meSomewhat like meVery much like me

I give candid feedback about equity issues to peers or supervisors when needed.

Not at all like meNot much like meSomewhat like meVery much like me

I support and protect colleagues who speak truth to power about injustice.

Not at all like meNot much like meSomewhat like meVery much like me

I am comfortable when there is no clear or immediate solution to a complex problem.

Not at all like meNot much like meSomewhat like meVery much like me

I can hold multiple possibilities in mind without rushing to closure.

Not at all like meNot much like meSomewhat like meVery much like me

I view uncertainty and ambiguity as opportunities for creativity rather than as threats.

Not at all like meNot much like meSomewhat like meVery much like me

I have a grounded sense of who I am as a leader across different contexts.

Not at all like meNot much like meSomewhat like meVery much like me

I reflect on how aspects of my identity influence the way I lead.

Not at all like meNot much like meSomewhat like meVery much like me

For this statement, please select “Very much like me.”

Not at all like meNot much like meSomewhat like meVery much like me

When I cause harm, I take responsibility and invest time and energy in repairing relationships.

Not at all like meNot much like meSomewhat like meVery much like me

I can acknowledge when I am wrong without feeling that my authority is diminished.

Not at all like meNot much like meSomewhat like meVery much like me

I adjust my approach when feedback suggests that my leadership is causing harm.

Not at all like meNot much like meSomewhat like meVery much like me

I actively interrupt policies or practices that exclude or harm marginalized groups.

Not at all like meNot much like meSomewhat like meVery much like me

I challenge narratives that deny or minimize structural racism and other forms of oppression.

Not at all like meNot much like meSomewhat like meVery much like me

I use my role to bring forward counter-narratives that center marginalized voices.

Not at all like meNot much like meSomewhat like meVery much like me

I move from statements of support to concrete actions in solidarity with marginalized communities.

Not at all like meNot much like meSomewhat like meVery much like me

I intervene when I witness microaggressions or oppressive behavior in my workplace.

Not at all like meNot much like meSomewhat like meVery much like me

I intentionally leverage my access and privilege to open opportunities for those who are excluded.

Not at all like meNot much like meSomewhat like meVery much like me

I tend to avoid difficult equity issues if they might put me at odds with colleagues.

Not at all like meNot much like meSomewhat like meVery much like me

I sometimes stay silent when harm occurs because I worry about the personal consequences.

Not at all like meNot much like meSomewhat like meVery much like me

I take specific steps to shift decision-making power and resources toward those most impacted by inequity.

Not at all like meNot much like meSomewhat like meVery much like me

I stay engaged in conversations about equity even when I feel uncomfortable.

Not at all like meNot much like meSomewhat like meVery much like me

I can receive critical feedback about my leadership without becoming defensive.

Not at all like meNot much like meSomewhat like meVery much like me

I am willing to sit with tension and disagreement as part of meaningful dialogue.

Not at all like meNot much like meSomewhat like meVery much like me

I envision bold futures beyond incremental change.

Not at all like meNot much like meSomewhat like meVery much like me

For this statement, please select “Somewhat like me.”

Not at all like meNot much like meSomewhat like meVery much like me

I am open to experimental approaches that may not fit traditional ways of doing things.

Not at all like meNot much like meSomewhat like meVery much like me

I am energized by not knowing exactly how change will unfold, as long as we are moving toward justice.

Not at all like meNot much like meSomewhat like meVery much like me

I question organizational structures that consistently advantage some groups over others.

Not at all like meNot much like meSomewhat like meVery much like me

When allocating resources, I prioritize those who have been most historically under-resourced.

Not at all like meNot much like meSomewhat like meVery much like me

I revise routines and practices so that they align more fully with our equity commitments.

Not at all like meNot much like meSomewhat like meVery much like me

I review policies to understand their potential impact on different racial, cultural, and social groups.

Not at all like meNot much like meSomewhat like meVery much like me

I ensure that people most affected by policies have a meaningful role in shaping or revising them.

Not at all like meNot much like meSomewhat like meVery much like me

I push for our success metrics to reflect equity and justice, not just efficiency or growth.

Not at all like meNot much like meSomewhat like meVery much like me

I support processes that help people heal from trauma and harm within my organization.

Not at all like meNot much like meSomewhat like meVery much like me

When harm occurs, I prioritize relationship repair over punishment or blame.

Not at all like meNot much like meSomewhat like meVery much like me

After conflict, I help facilitate collective reflection and restoration, not just individual discipline.

Not at all like meNot much like meSomewhat like meVery much like me

I elevate collective wellbeing over individual recognition or accolades.

Not at all like meNot much like meSomewhat like meVery much like me

I define success in terms of shared and community impact, not just personal achievement.

Not at all like meNot much like meSomewhat like meVery much like me

I celebrate shared leadership and distributed power.

Not at all like meNot much like meSomewhat like meVery much like me

For this statement, please select “Not much like me.”

Not at all like meNot much like meSomewhat like meVery much like me

I support participatory approaches where community members or staff most impacted have real decision-making power.

Not at all like meNot much like meSomewhat like meVery much like me

I build time for reflection and relational check-ins into our work, not just tasks and deadlines.

Not at all like meNot much like meSomewhat like meVery much like me

I model boundaries and self-care as essential parts of sustainable equity work.

Not at all like meNot much like meSomewhat like meVery much like me

I advocate for structures (for example, workload, timelines, compensation) that prevent burnout in equity-centered roles.

Not at all like meNot much like meSomewhat like meVery much like me

I value forms of leadership that weave together rest, resistance, and collective care.

Not at all like meNot much like meSomewhat like meVery much like me

I notice when organizational language hides unequal power or unequal impact.

Not at all like meNot much like meSomewhat like meVery much like me

I ask whose experiences are missing when decisions are being made.

Not at all like meNot much like meSomewhat like meVery much like me

I look beneath individual events to understand the conditions that produced them.

Not at all like meNot much like meSomewhat like meVery much like me

I pause to examine whether my interpretation of a situation protects the status quo.

Not at all like meNot much like meSomewhat like meVery much like me

I am willing to revise my assumptions when new evidence reveals a deeper pattern.

Not at all like meNot much like meSomewhat like meVery much like me

I can keep moving thoughtfully even when a path toward change is not fully clear.

Not at all like meNot much like meSomewhat like meVery much like me

I treat complexity as a reason to learn with others rather than a reason to withdraw.

Not at all like meNot much like meSomewhat like meVery much like me

I adapt my leadership when context, relationships, or conditions change.

Not at all like meNot much like meSomewhat like meVery much like me

I can let go of plans that no longer serve equity or collective wellbeing.

Not at all like meNot much like meSomewhat like meVery much like me

I make room for ideas that emerge from people closest to the work.

Not at all like meNot much like meSomewhat like meVery much like me

I am willing to raise questions that interrupt harmful assumptions or routines.

Not at all like meNot much like meSomewhat like meVery much like me

I help create space for disagreement without allowing harm to continue unchecked.

Not at all like meNot much like meSomewhat like meVery much like me

I use conflict as information about what needs attention in the system.

Not at all like meNot much like meSomewhat like meVery much like me

I support others when they take risks to name inequity.

Not at all like meNot much like meSomewhat like meVery much like me

I recognize when politeness is being used to avoid accountability.

Not at all like meNot much like meSomewhat like meVery much like me

I act when I see patterns of exclusion, even when the action may be inconvenient.

Not at all like meNot much like meSomewhat like meVery much like me

I look for ways to redesign processes so that equity is built into how work happens.

Not at all like meNot much like meSomewhat like meVery much like me

I ask how resources, authority, and opportunity are distributed across groups.

Not at all like meNot much like meSomewhat like meVery much like me

I believe policies should be revisited when their effects differ across communities.

Not at all like meNot much like meSomewhat like meVery much like me

I help move equity commitments from statements into structures, routines, and decisions.

Not at all like meNot much like meSomewhat like meVery much like me

I seek evidence that change is shifting conditions, not only producing activity.

Not at all like meNot much like meSomewhat like meVery much like me

I involve people most affected by a decision before the decision is finalized.

Not at all like meNot much like meSomewhat like meVery much like me

I help groups learn from conflict rather than simply move past it.

Not at all like meNot much like meSomewhat like meVery much like me

I attend to relationships as part of the work, not as separate from the work.

Not at all like meNot much like meSomewhat like meVery much like me

I support practices that make equity work sustainable over time.

Not at all like meNot much like meSomewhat like meVery much like me

I notice when urgency undermines care, reflection, or accountability.

Not at all like meNot much like meSomewhat like meVery much like me

I value leadership that restores connection after rupture.

Not at all like meNot much like meSomewhat like meVery much like me

I help teams name what needs to end so that something more just can emerge.

Not at all like meNot much like meSomewhat like meVery much like me

I understand renewal as an ongoing practice rather than a final destination.

Not at all like meNot much like meSomewhat like meVery much like me

I connect what I see, what I imagine, and what I do in service of transformation.

Not at all like meNot much like meSomewhat like meVery much like me

I am becoming more intentional in how I create conditions for equity, liberation, and collective flourishing.

Not at all like meNot much like meSomewhat like meVery much like me

Before you begin

How to complete the inventory

Participant information

Consent

I analyze how our policies advantage some groups and disadvantage others.

I consider how historical injustices still shape conditions in my organization and community.

I connect present-day inequities in our work to long-standing patterns of exclusion and harm.

I can clearly identify who holds formal and informal power in my organization.

I reflect on how my own social identities shape the way others experience my leadership.

I actively use my positional power to redistribute voice, influence, or resources toward those most impacted.

I feel able to name inequities in our organization, even when it may be uncomfortable.

I speak honestly about how our work falls short of our equity commitments.

I give candid feedback about equity issues to peers or supervisors when needed.

I support and protect colleagues who speak truth to power about injustice.

I am comfortable when there is no clear or immediate solution to a complex problem.

I can hold multiple possibilities in mind without rushing to closure.

I view uncertainty and ambiguity as opportunities for creativity rather than as threats.

I have a grounded sense of who I am as a leader across different contexts.

I reflect on how aspects of my identity influence the way I lead.

For this statement, please select “Very much like me.”

When I cause harm, I take responsibility and invest time and energy in repairing relationships.

I can acknowledge when I am wrong without feeling that my authority is diminished.

I adjust my approach when feedback suggests that my leadership is causing harm.

I actively interrupt policies or practices that exclude or harm marginalized groups.

I challenge narratives that deny or minimize structural racism and other forms of oppression.

I use my role to bring forward counter-narratives that center marginalized voices.

I move from statements of support to concrete actions in solidarity with marginalized communities.

I intervene when I witness microaggressions or oppressive behavior in my workplace.

I intentionally leverage my access and privilege to open opportunities for those who are excluded.

I tend to avoid difficult equity issues if they might put me at odds with colleagues.

I sometimes stay silent when harm occurs because I worry about the personal consequences.

I take specific steps to shift decision-making power and resources toward those most impacted by inequity.

I stay engaged in conversations about equity even when I feel uncomfortable.

I can receive critical feedback about my leadership without becoming defensive.

I am willing to sit with tension and disagreement as part of meaningful dialogue.

I envision bold futures beyond incremental change.

For this statement, please select “Somewhat like me.”

I am open to experimental approaches that may not fit traditional ways of doing things.

I am energized by not knowing exactly how change will unfold, as long as we are moving toward justice.

I question organizational structures that consistently advantage some groups over others.

When allocating resources, I prioritize those who have been most historically under-resourced.

I revise routines and practices so that they align more fully with our equity commitments.

I review policies to understand their potential impact on different racial, cultural, and social groups.

I ensure that people most affected by policies have a meaningful role in shaping or revising them.

I push for our success metrics to reflect equity and justice, not just efficiency or growth.

I support processes that help people heal from trauma and harm within my organization.

When harm occurs, I prioritize relationship repair over punishment or blame.

After conflict, I help facilitate collective reflection and restoration, not just individual discipline.

I elevate collective wellbeing over individual recognition or accolades.

I define success in terms of shared and community impact, not just personal achievement.

I celebrate shared leadership and distributed power.

For this statement, please select “Not much like me.”

I support participatory approaches where community members or staff most impacted have real decision-making power.

I build time for reflection and relational check-ins into our work, not just tasks and deadlines.

I model boundaries and self-care as essential parts of sustainable equity work.

I advocate for structures (for example, workload, timelines, compensation) that prevent burnout in equity-centered roles.

I value forms of leadership that weave together rest, resistance, and collective care.

I notice when organizational language hides unequal power or unequal impact.

I ask whose experiences are missing when decisions are being made.

I look beneath individual events to understand the conditions that produced them.

I pause to examine whether my interpretation of a situation protects the status quo.

I am willing to revise my assumptions when new evidence reveals a deeper pattern.

I can keep moving thoughtfully even when a path toward change is not fully clear.

I treat complexity as a reason to learn with others rather than a reason to withdraw.

I adapt my leadership when context, relationships, or conditions change.

I can let go of plans that no longer serve equity or collective wellbeing.

I make room for ideas that emerge from people closest to the work.

I am willing to raise questions that interrupt harmful assumptions or routines.

I help create space for disagreement without allowing harm to continue unchecked.

I use conflict as information about what needs attention in the system.

I support others when they take risks to name inequity.

I recognize when politeness is being used to avoid accountability.

I act when I see patterns of exclusion, even when the action may be inconvenient.

I look for ways to redesign processes so that equity is built into how work happens.

I ask how resources, authority, and opportunity are distributed across groups.

I believe policies should be revisited when their effects differ across communities.

I help move equity commitments from statements into structures, routines, and decisions.

I seek evidence that change is shifting conditions, not only producing activity.

I involve people most affected by a decision before the decision is finalized.

I help groups learn from conflict rather than simply move past it.