Prerak · Full assessment

The maturity to grow other people.

The deeper Prerak reading, for leaders aged thirty and above — mentorship capacity, service leadership, wisdom, giving back, and the building of an ecosystem that outlasts you.

Stage 2 of 2 · 80 questions and 3 short written reflections · about 40–50 minutes

Namaste, and welcome. This is not an exam, and there are no trick questions. It is a way to understand how you lead, how you grow others, and how you would steward a young movement. There is no single right leader. Answer honestly.

What it asks, and how it is read

Deeper statements to agree or disagree with, real situations with choices, reasoning items, forced-choice values, and two or three short written reflections. There are no clinical or mental-health questions, and nothing here screens you for any illness.

Your answers build an honest, whole-person picture. No single score decides anything on its own. For a role of trust especially, the conversation with you and your own written reflections carry the weight, not the arithmetic.

Before you begin — what happens to what you write here

Who sees it inside ARISE. Your responses are read by the trained assessors of the ARISE assessment desk and by the person responsible for your development. Nobody else inside the movement sees them.

It may be shared with an employer — only if you say so. This is one of the four adult instruments of Vyakti Darpan — Prerak, Udaan, Setu and Acharya. Any of the four may be shared with an employer, as complementary input to your attribute validation report, for one named candidate and one named opportunity. That happens only with your consent, given separately for that sharing and withdrawable at any time. It is never shared without your consent, never sent as a list, and every disclosure is logged and told to you.

It is sensitive personal data. Under the law in force today this is sensitive personal data, and it is held that way — the minimum collected, stored securely, kept only as long as it is needed, and shared only under a written agreement carrying safeguarding riders.

What you may ask for, at any time. You may ask what is held about you, ask for a human review of any result, correct it, withdraw your consent, or ask for it to be deleted. Write to the assessment desk and a person will answer you.

Nothing here decides whether you may join ARISE. No assessment decides whether you may join, or bars you from anything. This is a mirror and the opening of a conversation — never a verdict, and never an automatic decision.

Taking part is voluntary, and you may stop at any point. The full account is in the privacy notice.

Full name

Phone / WhatsApp

City

Current / most-recent role

Age

Section 1 — Your body and energy

Use the scale: 1 = Strongly disagree · 5 = Strongly agree.

1.I get enough rest to bring steady energy to my responsibilities.

2.I keep some form of regular physical activity in my week.

3.I look after my health as a duty to those who depend on me, not just for myself.

4.I can sustain a long, demanding day without my judgement or temper suffering.

5.I routinely sacrifice sleep and health and treat it as a badge of commitment.

6.I pay attention to my health only when something breaks down.

Section 2 — How you think and keep learning

7.I keep learning across fields, not only my own.

8.I reflect on my own decisions to understand what worked and what did not.

9.I actively seek out views that challenge my own.

10.With experience, I have grown better at telling what truly matters from what only seems urgent.

11.I rely mostly on how I have always done things.

12.I find it hard to admit that a younger person might understand something better than I do.

Section 3 — Handling feelings and setbacks

13.I stay calm and clear-headed in a crisis, and others draw steadiness from me.

14.I can hold my tongue and my temper even when strongly provoked.

15.I have come through real hardships and grown from them.

16.I keep a grounded hope even when things look difficult.

17.I understand my own emotional triggers well.

18.In recent times, my life has felt meaningful and worthwhile.

19.Under pressure, I take out my stress on the people around me.

20.When I am hurt or slighted, I hold on to it for a long time.

Section 4 — You and other people

21.I have deep, trusting relationships built over years.

22.I can explain a difficult idea simply, in a way a young person will grasp.

23.I listen fully before giving advice, rather than rushing to my own answer.

24.I regularly give my time to people or causes with nothing to gain for myself.

25.I can read what a person needs even when they cannot put it into words.

26.I connect people across differences — background, generation, discipline — who would not otherwise meet.

27.I have little patience for people who do not learn as fast as I would like.

28.I tend to talk more than I listen.

Section 5 — Meaning and inner ground

29.My work is guided by a purpose larger than my own success.

30.I hold to my values even when it costs me materially or socially.

31.I have an inner steadiness that does not depend on how things are going.

32.I feel a genuine duty to leave things better for the next generation.

33.I see myself as a caretaker of what I lead, not its owner.

34.I measure my life mainly by what I have gained rather than what I have given.

Section 6 — Leading and lifting others

35.Developing another person’s potential is one of the most meaningful things I do.

36.I see leadership as service to those I lead, not authority over them.

37.I give people real responsibility and room to grow, even at the risk of mistakes.

38.When a team I lead fails, I take the responsibility and shield them from unfair blame.

39.People follow my lead because they trust me, not because they must.

40.I believe almost anyone can grow far beyond where they are, given the right support.

41.I make decisions for the long-term good of the mission, even when they cost me short-term credit.

42.I actively prepare others to replace and surpass me.

43.I find it hard to let go of control and delegate meaningfully.

44.I want to remain the central figure that any success depends on.

Section 7 — Building and changing things

45.I see where a small, well-placed effort could unlock a much larger change.

46.I have built lasting things — teams, institutions, initiatives — that outlived my direct involvement.

47.I can lead confidently through uncertainty without needing everything defined first.

48.I bring together the people, funds and know-how needed to make something happen.

49.I get significant things done with modest means.

50.I act on emerging problems early rather than waiting for them to become crises.

51.I encourage and back new ideas, even ones that challenge how we currently do things.

52.I treat setbacks as information and adjust, rather than giving up or hiding them.

53.I would rather keep things as they are than risk building something new.

54.When something I built struggles, I tend to protect my reputation over fixing the problem.

Section 8 — Real situations

Choose the one option closest to what you would actually do.

55.A young associate you mentor keeps missing commitments and is losing confidence. Others in the club are frustrated with them.

Advise the club to drop them; they are not ready. Do their tasks yourself so the club is not held back. Meet them privately, understand what is really going on, set two small achievable goals with them, and check in weekly. Publicly warn them to improve or leave.

56.An initiative you guided closely has succeeded. At a public event, seniors praise you as the architect. In truth a young associate’s idea drove it.

Accept the credit; your guidance made it possible. Publicly name the associate as the originator and describe their contribution. Say nothing and thank the seniors. Modestly say “it was a team effort” without naming anyone.

57.You are stewarding a small ARISE fund. A respected donor offers a large sum but wants it used for a purpose outside ARISE’s mandate, and hints at recognition for you.

Accept — the money will do good somewhere. Accept quietly and adjust the records to fit the mandate. Thank the donor, decline the restricted use honestly, and offer a mandate-aligned way they could give instead. Accept and keep it aside “just in case.”

58.A club runs well largely because you personally hold it together. You are asked to step back so younger leaders can take charge, but you fear it may falter.

Stay on; the club needs you and it is too risky to step back. Leave abruptly to force them to cope. Plan a gradual handover, coach the successors, stay reachable but let them lead and make their own mistakes. Stay but keep final control over all key decisions.

59.A talented young leader you mentor achieved a great result — but you learn they misled a partner to get it. No one else knows.

Ignore it; the result is good and they are promising. Expose them publicly to make an example. Speak to them privately, make clear it must be put right, help them do so, and use it as a hard lesson in integrity. Quietly distance yourself from them.

60.Two capable club members — one from a big city, one from a small town — clash constantly, and it is splitting the group.

Side with the one who is usually right. Separate them into different teams and avoid the issue. Bring them together, help each hear the other, and find shared goals where their strengths complement. Remove the more difficult one.

61.A quicker path would grow ARISE’s numbers fast but involves overstating results to a partner. A colleague argues “the cause justifies it.”

Agree — the mission matters more than strict accuracy. Refuse and report the colleague. Refuse the overstatement, and work with the colleague to find an honest way to grow, even if slower. Allow it once, on the understanding it will not happen again.

62.You can spend a limited block of mentoring time on either the club’s star performer or a quiet, less-polished member with real but hidden potential.

The star — best return on your time. The quiet member — they most need and would most grow from it. Split it thinly across everyone equally. Neither; let them find their own way.

Section 9 — What you value

Both are good. Choose the ONE that is more true of you.

63.Which is more true of you?

I want to be remembered for what I personally built. I want to be remembered for whom I raised up.

64.Which is more true of you?

A leader’s first duty is to results. A leader’s first duty is to the people they lead.

65.Which is more true of you?

I would keep control to make sure things are done right. I would hand over control to grow the next leader, and accept the risk.

66.Which is more true of you?

Recognition for my contribution matters to me. I am content to work quietly if the mission advances.

67.Which is more true of you?

I would bend a rule to protect a good outcome. I keep to my integrity even when it slows the mission.

68.Which is more true of you?

I give my time where it brings me the most standing. I give my time where it is most needed, seen or not.

Section 10 — A few reasoning puzzles

Choose the one best answer.

69.Foundation is to Building as ______ is to Character.

Wealth Values Fame Talent

70.Which does not belong: Guide, Nurture, Mentor, Command?

Guide Nurture Mentor Command

71.2, 3, 5, 8, 12, ?

15 16 17 18

72.A programme costs ₹60,000 and serves 240 young people. What is the cost per person?

₹200 ₹250 ₹300 ₹400

73.If 3 mentors can guide 18 associates well, how many mentors are needed for 42 associates at the same ratio?

6 7 8 9

74.A pattern doubles then subtracts one at each step: 2 → 3 → 5 → 9 → ?

15 16 17 18

75.Along each row a value triples: row one 1, 3, 9; row two 2, 6, 18; row three 4, 12, ?

24 30 36 48

76.Every good mentor listens well. Ravi does not listen well. What follows?

Ravi is not a good mentor Ravi is a bad person Ravi will improve Nothing follows

Section 11 — A few reflections

Written in your own words. A few honest sentences are worth more than a polished essay.

77.Describe someone you helped grow — a junior, a student, a team member. What did you do, and where are they now? What did guiding them cost you, and what did it give you?

78.Tell us about a time you faced a real ethical test as a leader — a temptation, a pressure, a costly choice. What did you do, and what did it teach you about yourself?

79.If ARISE asked you to help build and steward its work in your city over the next three years, what would you set out to build, whom would you raise to carry it after you, and how would you know you had succeeded?

Section 12 — A few more statements

Use the scale: 1 = Strongly disagree · 5 = Strongly agree.

80.No one who has worked under me has ever had a fair complaint about me.

81.I have never once let ego influence a decision.

82.Every leader quietly bends their principles when the pressure is high enough.

83.Deep down, I want any success to clearly depend on me.

What happens next: a trained assessor at the ARISE assessment desk reads your responses, and where it is useful, speaks with you. It opens a conversation — never a pass or a fail, never an automatic decision, and never a bar on anything. ARISE requests no payment on this site.