7C Compass
We don't measure leadership. We measure the gap.
Between what you do and what your team receives from it, as you see it. Seven capabilities, two answers each.
Your gap
One notch of gap — that's ordinary. Describing an action is easier than estimating its effect.
42 statements, about 15 minutes. Your first instinct is enough. Free.
The seven gaps
Only one line is filled: yours, live, driven by the sliders above. The other six are still waiting for their answers.
- Confidence01 · measured live
- Consideration02not measured
- Collaboration03not measured
- Consistency04not measured
- Credibility05not measured
- Courage06not measured
- Creativity07not measured
Coherence is not the eighth capability: it runs through all seven. The alignment between who you are and what you do. This is where the spiral closes — and begins again, one turn higher.
- 7
- 42
- 21
- 4
Seven capabilities that build in a set order — not a personality test. 42 statements, your reading stays yours, and you can retake it later to see what moved. Free.
Leaders have already read it
What I value in this approach is that it does not separate care for people, performance expectations and responsibility towards society. The 7Cs bring these dimensions together in a simple yet demanding language: trust, consideration and consistency become governance choices, not just individual qualities.
Nicole BardetThe 7C approach is very powerful: it is relevant even for small companies, does not require relying on a large number of external consultants who can blur the message, and remains sufficiently agile to adapt to all management styles. Personally, I find it extremely useful for building a solid foundation of good governance within SMEs and for strengthening trust between leadership and teams on a day-to-day basis. Thank you, Jonathan!
Michel Jaccard
What you read at the end
- Confidence
- Consideration
- Collaboration
- Consistency
- Credibility
- Courage
- Creativity
The 7C dynamic
- Confidence enables Consideration
- Consideration deepens Collaboration
- Collaboration generates Consistency
- Consistency anchors Credibility
- Credibility unlocks and amplifies Courage and Creativity
What leaders say about it
Seven people read the playbook and agreed to have their reading published.
In a world that is accelerating and where expectations are constant, a leader can easily lose their bearings. Between everyday challenges and the many roles to fulfil, having a simple and solid point of reference becomes essential.
This compass offers exactly that: a clear and repeatable framework for navigating, making decisions, collaborating and growing, even in complexity.
Grounded in science, enriched by real-world experience and aligned with a genuine moral ambition, it naturally fits within the B Corp mindset, where performance, integrity and impact go hand in hand.
Accessible and inspiring, it encourages people to raise their standards and act with coherence—for their teams, their stakeholders and the world they help to transform.
Jean-Philippe MangeI have observed that most people—particularly leaders—experience extreme tension linked to the feeling of ‘never doing enough’ or ‘always needing to do more’. The 7C model offers a human-centred framework that allows us to be fully present, to discover who we are and how we show up for others, while dismantling the negative stressors in our lives.
I was confident in my ability to lead an organisational transformation, but I was not aware of my blind spots. I needed ‘translators’ to help me see what I couldn’t see—my privileges, my unconscious biases, the voices I wasn’t really hearing.
My grandmother taught me that investing 51% in yourself—developing self-awareness and continuous learning—enables the 49% you give to others to be impactful. Any transformation starts with you.
Derek HydonWhat I value in this approach is that it does not separate care for people, performance expectations and responsibility towards society. The 7Cs bring these dimensions together in a simple yet demanding language: trust, consideration and consistency become governance choices, not just individual qualities.
Nicole BardetWhile reading the playbook, I was particularly struck by the robustness of the narrative and the quality of the work undertaken to structure and substantiate the key concepts. The combination of practical tools and a resolutely pedagogical approach creates real added value by making action easier—a decisive factor in generating lasting impact. Contemporary leadership requires tenacious, resilient doers who are capable of turning intentions into tangible results. I also found the ‘Pitfalls to Avoid’ approach particularly relevant. Having reflected for several years on the role of values within corporate culture, I often question their real place and how they should influence both individual and managerial practices. How can we reduce the gap between declared values—sometimes merely decorative—and values that are genuinely perceived and embodied? The analysis of the ‘Pitfalls to Avoid’ for each of the 7Cs brings a very useful level of nuance to the embodiment of values. Too often presented as cardinal principles—idealised, abstract and sometimes difficult to translate into day-to-day operations—values in fact need to be made more concrete in order to guide teams effectively. From an empirical perspective, I have always considered that a value does not sit at the end of a distant horizon like an intangible goal, but rather at a point of balance between human attitudes and behaviours.
Example: Excessive confidence ← Confidence → Laxity
Bringing values to life within an organisation is precisely about finding this balance, collectively adjusting behaviours and navigating together along these axes of embodiment. From this perspective, the ‘Pitfalls to Avoid’ are an extremely pragmatic tool for supporting the real, aligned activation of shared values.
Pierre VeyratReading this playbook resonated deeply with my own journey as a manager. I found in it questions I have been asking myself for a long time: how can we remain true to our values while meeting the demands of the role?
This work shows how developing moral leadership is not an option, but a necessity. With new generations—more sensitive to meaning, coherence, and respect—we can no longer hide behind performance alone.
I am convinced that creating a healthy, demanding, and human environment at the same time is one of the key responsibilities of tomorrow’s managers. This compass offers a clear, concrete, and inspiring framework to achieve that.
David GrandjeanThe 7C approach is very powerful: it is relevant even for small companies, does not require relying on a large number of external consultants who can blur the message, and remains sufficiently agile to adapt to all management styles. Personally, I find it extremely useful for building a solid foundation of good governance within SMEs and for strengthening trust between leadership and teams on a day-to-day basis. Thank you, Jonathan!
Michel JaccardTranslation
The playbook describes an authentic, values-driven leadership aligned with high moral ambition through the “7 Cs” compass. Everything begins with self-confidence and consideration: belief in oneself is combined with the involvement of stakeholders in order to sharpen judgement. This path leads, through collaboration, to mobilising teams towards purposeful action. In implementation, consistency is decisive in creating reliability without losing the necessary flexibility. Leaders who live these values act with integrity, courage and creativity. They draw on collective intelligence, learn from mistakes and lead with conviction as well as humility. This book offers leaders a well-founded self-reflection, to become an even better version of themselves.
Patrick Semadeni
What the Compass measures
Twice per capability: the behaviours you describe, and the effects you believe you produce. The two do not always coincide — and that distance, between two of your own answers, is what your reading gives back to you.
Then comes the 360° review: you invite one to seven people from your professional circle to answer seven short questions, one per capability, from where they stand. That outside view settles what a solo self-assessment cannot.
Anonymous by construction: you only ever see a median across at least three answers, never who said what, and identities are erased after thirty days.