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The secret to
success built to last
A. Creating a life that matters to other
people
B. Successful living requires money,
fame and influence.
C. Creating a life that matters to you
D. Meeting your duties to those in
authority.
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When an enduringly
successful leader doesn’t know the
answer to your exact question, or is
asked to comment about anything in
general, what three things do they
usually talk about?
A. Their wealth, achievements and family
history.
B. The relationship between power, fame
and money.
C. What matters to them, what their
passions are and how to achieve their
objectives?
D. All of the above.
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What is the
difference between a clock builder and a
time teller?
A. A leader with the technical skills to
build clocks and tell the time.
B. A leader who believes in the company
and cause, rather than just his career.
C. A leader who builds a lasting legacy
for her company that enables the future
generations to grow and prosper long
after she has left the company.
D. B and C.
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If you put $1 in
the US stock market during the last 50
years of the 20th century, you would
have $455. How much would you have if
you invested in a ‘Built to Last’
enduringly successful company during
that same period?
A. $955
B. $2202
C. $4811
D. $6356
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How do people
define success according to the World
Success Survey?
A. The three R’s: Responsible (Likable)
to others, Reliable (Consistent) to
themselves, Responsive to authority
B. The three P’s: Purpose (Meaning &
Impact), Passions & Beliefs that drive
how you think, Performance (Loving what
you do and getting things done)
C. The three L’s: Loving (Compliance) to
others, Living (Loving) up to your
parent’s standards, Liking to please
other important people
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What enduringly
successful people are often missing in
their lives is:
A. Fear and sadness
B. Shyness and nervousness
C. Blame and victimization
D. Privacy and purpose
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What did the
research identify as one of the most
powerful ways to develop fast, lasting
relationships with others?
A. Identify the 7 Steps to successful
relationships
B. Learn how they define success
C. Discover and implement the 21
elements of lasting relationships
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What is peripheral
thinking?
A. It means you are staying focused on
your goals and will not allow yourself
to be distracted by other passions or
people even for a moment for any reason.
B. It happens when you allow yourself to
be distracted by your passions and
suddenly you see new possibilities that
were not obvious when you were
concentrating on your goal.
C. It is a silly meaningless phrase
designed to confuse you on this quiz.
D. All of the above.
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What is the Genius
of the AND versus the Tyranny of the OR?
A. While we all must set priorities and
make choices, builders are stubbornly
optimistic they can have two things that
matter instead of one.
B. While we all must set priorities and
make choices, builders embrace the
paradox that you must invest for the
long term but also produce short term
results.
C. While we all must set priorities and
make choices, Builders will not rest
until they have money, fame and power.
D. A and B only
E. All of the above
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The Portfolio of
Passions is:
A. An impressive and important book that
presents an identical roadmap for
successful leaders to follow in their
lives and to impress people who matter.
B. Difficult and expensive leather-bound
book on leadership, but will soon be
available everywhere as a paperback at
Starbuck’s.
C. Leaders have a thought style in which
they feel they have the right to pursue
many passions even if all their passions
don’t accomplish goals.
D. A and B only
E. All of the above
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Innovation does
not happen in companies because
A. There is a lack of good ideas and
creative people
B. There is a lack of listening to
customers and each other
C. Experiments and failure are punished
too harshly
D. All of the above
E. B and C only
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Innovative
companies have the following attributes:
A. Willingness to experiment. Need to
make it ‘safe’ to fail.
B. Management encourages lively
discussion and even contention
C. Employees have an ownership stake in
the project
D. All of the above
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Enduringly
successful leaders see failure as:
A. An embarrassment to themselves and
others.
B. Embarrassing perhaps, but an
opportunity to improve
C. A source of innovation and unexpected
new products
D. There are no failures; only setbacks,
learning, discovery and constant
improvement
E. All of the above
F. B and C only
G. B, C and D only
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Enduringly
successful leaders see success as:
A. The ultimate objective…what they have
always sought to achieve.
B. Rewarding and helpful input.
C. Not always as good input as failure
can be. Success is not always a good
teacher.
D. Often talk about failure so much you
would think they were losers.
E. All of the above.
F. B, C and D only
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Enduringly
successful leaders see failure as an
opportunity to:
A. Ignore mistakes
B. Avoid mistakes
C. Punish mistakes
D. Make new mistakes
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The problem with
blame is that:
A. It’s hard to find the right person to
blame because people cover things up
B. You have to punish someone and that’s
uncomfortable.
C. You give away what control you have
over the situation to the person you are
blaming.
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Identifying a
‘Cause’ or purpose for your company is:
A. A philosophical and theoretical idea
that wastes business time.
B. Important to impress all outsiders
C. Keeps your team and outsiders clear
about your objectives
D. Recruits like-minded people
E. Enables employees to make decisions
faster and more effectively.
F. B, C, D and E
G. C, D and E
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What does it mean
to create a work or home Environment
that ‘Wins’?
A. You have the resources and tools at
hand to work on the goal
B. You eliminate behaviors that are out
of sync with the goals you’ve stated.
C. You reward and recognize people and
progress toward the goals.
D. B and C only
E. All of the above
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The
Characteristics of Builders are like the
Three Princes of Serendip:
A. Used existing resources. Chose to
collaborate with each other
B. Never counted on luck. Looked for the
opportunity in every crisis
C. Chose action instead of blame
D. All of the Above
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Why do leaders
work so hard to manage expectations?
A. It is hard to get credit for great
results if they don’t match people’s
expectations.
B. We judge our own performance based on
our intentions, not our impact other
people.
C. We judge other people’s performance
based on their impact, not their
intentions.
D. Leaders motivate and lead others by
addressing people’s intentions and
impact on others.
E. B and C only
F. All of the above
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How did a
marketing expert like Richard Branson
feel when the jet engine blew up on the
inaugural flight of Virgin Airlines,
particularly when he worked so hard to
promote it to the world?
A. He was concerned about the publicity
disaster.
B. He was shocked that his banker was
willing to put 5,000 jobs out on the
street and bankrupt his airline.
C. He was very upset because he knew his
board thought he was nuts to start an
airline in the first place.
D. B and C only
We will send
you the result as soon as you participate in
the test & send us an email with your
answers.
