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JB
Jordan Babineaux · Pivot to Win

Free Assessment · 5 Minutes

THE
P.I.V.O.T.
SCORE

Find out exactly where you stand — and what it takes to win from here.

Elite athletes don't guess at their performance gaps — they measure them. In under 5 minutes, this assessment reveals your readiness across all five dimensions of high-performance change. The same framework used by Fortune 500 leaders to adapt faster, lead better, and build teams that don't fold under pressure.

P Purpose

I Innovation

V Vision

O Ownership

T Tenacity

Pillars

Questions

Max Score

Archetypes

WHERE DO WE SEND
YOUR RESULTS?

Your personalized P.I.V.O.T. Score Report — with your full breakdown, blind spots, and a custom action plan — lands in your inbox the moment you finish.

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PURPOSE

"You can't pivot to a destination you haven't defined."

In the NFL, every play starts in the huddle — with a clear call. You can be the fastest, strongest player on the field, but if you don't know where you're going, your talent is wasted motion. Purpose is your internal huddle call. High-performance leaders and teams don't just react to change — they anchor to why the change matters. Purpose isn't a poster on the wall. It's the fuel that keeps you moving when the play breaks down, the deal falls apart, or the plan stops working. Without it, change feels like threat. With it, change becomes opportunity.

Before You Answer, Ask Yourself:

Can I articulate — in one sentence — why my work matters beyond the job title? And can my team say the same?

PURPOSE

Find your anchor before you pivot.

Question 1 of 3

When facing a major change, I can clearly articulate WHY it matters — to myself and to my team.

Rarely. We just react and figure it out.

Sometimes — after the dust settles.

Usually — I find the why fairly quickly.

Always. Purpose is the first thing I establish.

Question 2 of 3

My team could describe our core mission in one sentence — without prompting.

I doubt it. We've never really defined it.

A few key people know it.

Most could, but the wording varies.

Yes — it's lived, not just posted on a wall.

Question 3 of 3

When I'm grinding through a difficult stretch, my sense of purpose keeps me anchored.

I struggle to stay motivated in hard seasons.

I push through on willpower alone.

Most of the time, purpose does carry me.

Always. This is my competitive edge.

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Total Score

INNOVATION

"Creativity turns obstacles into opportunities.

Every great team I played on had one thing in common: when the original play got blown up, someone called an audible. Innovation is your audible. In business, the teams that win aren't the ones with the most resources — they're the ones who can create new solutions faster than their environment changes. This pillar measures your team's creative agility: Do you have a culture that rewards new thinking? Do you actively seek fresh perspectives? Or do you keep running the same play hoping for a different result? "Creativity turns obstacles into opportunities — but only if you've built a system for it."

Before You Answer, Ask Yourself:

When was the last time my team generated a genuinely new idea — without being in a crisis that forced it?

INNOVATION

"The playbook that got you here won't get you there."

Question 1 of 3

When our current approach stops working, my team generates new solutions quickly.

We wait for someone to tell us what to do.

We eventually adapt, but it's slow.

We innovate — but inconsistently.

We're wired to call audibles on demand.

Question 2 of 3

I actively seek perspectives outside my industry or comfort zone.

Rarely — I stay in my lane.

Occasionally, when a crisis forces it.

Regularly — I curate diverse inputs.

It's a system. I build it into my routine.

Question 3 of 3

Our culture rewards experimentation and learning from failure.

Failure is punished here. People play it safe.

Leadership talks about it but doesn't model it.

We're building it — real momentum forming.

100%. Learning fast is our competitive edge.

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Total Score

VISION

"Elite performers see the play before it develops."

As a safety, my job was to read the entire field — before the ball was snapped. The best players I played against didn't just react; they anticipated. Vision in leadership works the same way. Vision isn't optimism. It's a specific, compelling picture of the future that your team can see, feel, and move toward — even when the present is difficult. Setbacks shrink when you have something bigger to focus on. Without vision, teams manage problems. With vision, teams build toward outcomes. This pillar reveals whether your team is operating from a clear future state — or just surviving the current one.

Before You Answer, Ask Yourself:

If I asked three of my team members right now to describe where we're headed in 3 years, would they give me the same answer?

VISION

See beyond the setback.

Question 1 of 3

I can paint a specific, compelling picture of where my team is headed in 3 years.

Not really — surviving this quarter is the focus.

I have an idea, but it's vague.

I have a clear vision, but it's mine — not the team's.

Yes — and the team can describe it too.

Question 2 of 3

When I make daily decisions, I filter them through our long-term vision.

No — I'm mostly reacting to what's urgent.

Sometimes, but urgency usually wins.

I have the filter — I don't always use it.

Yes. Vision drives my decision-making rhythm.

Question 3 of 3

My team is energized by WHERE we're going — not just what we're doing today.

Morale is low. People are heads-down and tired.

Some are energized — most are just showing up.

There's real excitement, especially during wins.

The vision pulls us. People go above and beyond for it.

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Total Score

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OWNERSHIP

"Victims wait for the game to change. Champions own it."

After I got cut from my first team, I had a choice: blame the coach, blame the system, blame the injury. Or own my game film. I watched every bad play twice. Ownership was the pivot that saved my career. This pillar isn't about blame — it's about power. When leaders and teams embrace full accountability, they stop waiting for conditions to be perfect and start controlling what they can control. Ownership cultures move faster, trust more, and build psychological safety that outlasts any crisis. Victim cultures deflect, stall, and fracture under pressure. This section measures where your team falls on that spectrum — and what it's costing you.

Before You Answer, Ask Yourself:

When something goes wrong on my team, is the first instinct to understand it — or explain it away?

OWNERSHIP

Take control before the pivot takes control of you.

Question 1 of 3

When something goes wrong, I look inward first before looking for external reasons.

Honestly, I usually find external reasons first.

I try, but I often drift to blaming circumstances.

Usually — accountability is part of how I lead.

Always. Radical ownership is non-negotiable for me.

Question 2 of 3

People on my team take initiative without being told — they own their domain.

I have to push almost everything. Nobody self-starts.

A few do. Most wait for direction.

Most are proactive — there are some gaps.

Ownership is a cultural norm here. It's expected and rewarded.

Question 3 of 3

I take full responsibility for outcomes — even those outside my direct control.

That feels unfair when things are outside my control.

I try, but I have selective ownership.

I've grown a lot in this area.

It's how I lead. Ownership builds trust.

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Total Score

TENACITY

"The last pivot before the breakthrough is always the hardest."

I've been cut. I've been injured. I've been told I wasn't good enough — more times than I can count. What kept me in the league for nine years wasn't raw talent. It was a system for bouncing back. Tenacity isn't just grit. It's not white-knuckling through hard seasons on willpower alone. True tenacity is structured resilience — rituals, habits, and recovery systems that make you harder to stop over time. The most tenacious leaders I've coached don't just push through adversity. They use it as training data. This final pillar measures whether you and your team have built the systems to persist — or whether you're one hard quarter away from breaking.

Before You Answer, Ask Yourself:

When a major setback hits, do I have a system for recovery — or do I just hope I feel better tomorrow?

TENACITY

Make pivoting a habit, not a one-time move.

Question 1 of 3

When a major setback hits, I recover and re-engage quickly.

I tend to stay down longer than I should.

I recover, but it takes real time and effort.

I bounce back fairly well and learn from it.

Setbacks sharpen me. I use the loss as fuel.

Question 2 of 3

I have a structured system for managing adversity — not just willpower.

No system. I just white-knuckle it.

Some habits, but nothing deliberate.

Yes — I have rituals that anchor me.

My system is how I perform at my best under pressure.

Question 3 of 3

I can honestly say that past failures have made me a better leader.

I try not to think about failures. They still sting.

Some have, but I carry a lot as weight.

Yes — I've grown significantly from hard seasons.

Every loss has a lesson. My biggest wins followed my worst losses.

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Total Score

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Total P.I.V.O.T. Score

JB Jordan Babineaux · Pivot to Win

THE P.I.V.O.T. SCORE

Find out exactly where you stand — and what it takes to win from here.

WHERE DO WE SENDYOUR RESULTS?

PURPOSE

Before You Answer, Ask Yourself:

PURPOSE

INNOVATION

Before You Answer, Ask Yourself:

INNOVATION

VISION

Before You Answer, Ask Yourself:

VISION

OWNERSHIP

Before You Answer, Ask Yourself:

OWNERSHIP

TENACITY

Before You Answer, Ask Yourself:

TENACITY

JB
Jordan Babineaux · Pivot to Win

THE
P.I.V.O.T.
SCORE

WHERE DO WE SEND
YOUR RESULTS?