By RIECON

Stabilisation Check: a self-test for leaders under pressure

5 questions, about 2 minutes, free. You see straight away whether you are short of space, decision clarity, energy or the right resources — and what a sensible next step looks like. Developed by stabilisation manager Christian Rieger (RIECON, Graz).

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This is what your result could look like

Sample result
See how it looks
Sample result
Relief & Space35.0

Sample value: little room to act, operational tasks eat the time for what matters.

Decision Clarity55.0

Sample value: decisions get made but cost a lot of energy.

Self-Leadership60.0

Sample value: generally able to act, but reserves are getting thinner.

Resources & Network70.0

Sample value: the right people are usually within reach.

Overall Stability50.0

Sample value: the organisation runs, but noticeably on reserve.

Sample analysis: your biggest lever right now is relief & space. As long as you put out every operational fire yourself, there is no time for the decisions only you can make. Recommended next step: temporary relief so you regain room to act.

What the Stabilisation Check measures

People who carry responsibility are often the last to notice overload. The day is full of operational fires, decisions pile up, energy drops — and from the outside everything still looks stable. The Stabilisation Check is a short self-assessment for managing directors, owners and leaders in key positions. It does not ask about personality but about your current situation: do you have enough room to act? Can you decide with confidence? Do you stay effective under pressure? Do you have access to the right resources? And how stable does your organisation feel overall? From your answers the check calculates five scores from 0 to 100 and shows which area offers the biggest lever right now. It is not a burnout test or a medical diagnosis — it is an honest status check.

5Questions
2 minDuration
5Stability areas
0 €Free, no account
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Why two minutes are worth it

Find the one lever

Under pressure everything feels equally urgent. The check shows which of the five areas is weakest — that is where the first step pays off most.

5 areas, 1 focus

Calculated, not guessed

Your scores are calculated from your answers by fixed rules. The same answers always give the same result; the AI only writes the interpretation.

Scale 0–100

One concrete next step

Not a list of measures but one recommendation that fits your result — up to a free, confidential walk & talk at Hilmteich lake in Graz.

30-min walk & talk

The 5 questions of the self-test

You rate each statement on a scale from 1 (does not apply) to 5 (fully applies). Answer as things are today — not as they should be.

1

I currently have enough space to focus on what matters most.

Likert
2

I can currently make important decisions with clarity and confidence.

Likert
3

Even under pressure I stay clear, energized and able to act.

Likert
4

I have access to the right resources and experts when I need them.

Likert
5

Overall, I currently experience my organization / leadership role as stable and capable of acting.

Likert

Overload as a leader: the five areas in detail

Overload in leaders rarely shows up as one big event. It starts in one of five areas and spreads from there. Knowing the area lets you counter it deliberately.

1

Relief & space

When day-to-day business leaves no time for what matters

The most common pattern: the leader keeps absorbing operational tasks and unplanned events — a missing key person, an escalating project, a production bottleneck. Strategic topics get postponed until they become a problem themselves.

Typical signs

  • Your calendar belongs to others, not to you.

  • Strategic work happens in the evening or at weekends.

  • You are the last resort for almost every problem.

2

Making decisions under pressure

When important decisions stall or are made too fast

Under pressure, decisions are either postponed or made on gut feeling. Both are costly: delay paralyses the team, snap decisions create correction loops. It helps to consciously assess how much effort a decision needs — some can be made quickly, some need reflection with head, gut and heart, some need outside expertise.

Typical signs

  • The same decision reappears week after week.

  • You second-guess decisions afterwards.

  • The team waits for you before it can continue.

3

Self-leadership and energy under pressure

Whoever can lead themselves can lead others

Exhaustion starts quietly: sleep gets worse, patience shorter, communication terser. Leaders are often the last to admit it. Self-leadership means consciously steering your own state — through self-management, handling strain and clear communication. The goal is self-efficacy, not permanent support.

Typical signs

  • You react more irritably than before.

  • Weekend recovery is no longer enough.

  • Clarity only comes in rare moments.

4

Resources & expert network

When the right support is missing or arrives too late

Many crises are solvable, just not alone. The problem is rarely a lack of budget but a lack of access: who knows exactly this topic, and who is available at short notice? Without a network, the solution stays with the person who is already overloaded.

Typical signs

  • You search for specialists yourself instead of deciding.

  • Know-how depends on individual people.

  • Outside help only arrives when things escalate.

5

Companies in crisis: overall stability

Spotting early signs before a turnaround is needed

Company crises usually announce themselves long in advance — rarely in the numbers first, often in the people: key people are exhausted, decisions concentrate at the top, conflicts increase. Assessing overall stability honestly and early keeps room for action. Even a well-positioned organisation benefits from a neutral assessment, for instance before changes or acquisitions.

Early signs

  • Key people drop out or resign.

  • Projects regularly overrun time and budget.

  • Important topics are only handled reactively.

Which route fits which result?

Weakest areaWhat is missingMatching option
ReliefTime and room to actRelief management / acute interim management
DecisionsStructure and confidenceDecision management
Self-leadershipEnergy and clarityEMPEX® coaching
ResourcesSuitable expertiseExpert network
All areas 70+ForesightSmart Impact Audit®

How to read your result

1

The stability score

The mean across all five areas — a first indication of how much reserve you have right now.

2

The weakest area

If an area is at 40 or below, it is your bottleneck. That is where the recommendation starts.

3

All areas at 70 or above

Then you are currently well stabilised. The recommendation is a forward-looking assessment rather than an acute measure.

Free templates, survey tools & results

Your free access to templates, survey tools, and results with ways to export anywhere.

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Teamo analysis platform showing survey results on laptop and mobile
Teamo AI assistant explaining analysis results

Teamo AI turns your calculated scores into an interpretation in everyday language. The numbers themselves never come from the AI.

How the check works

1

Rate 5 statements

One statement each on relief, decisions, self-leadership, resources and overall stability. No account, no registration.

2

See your scores instantly

You get your stability score and five individual scores from 0 to 100.

3

Read the interpretation

A short, personal analysis explains where your biggest lever is and why.

4

Choose your next step

If you wish: a confidential conversation with Christian Rieger — no sales pressure.

The person behind the check
RIECON

RIECON — stabilisation management from Graz

DI (FH) Christian Rieger, M.Sc. — stabilisation manager

Christian Rieger is a stabilisation manager and a "temporary partner for people with responsibility". After more than 25 years in mechanical engineering and the vehicle and mobility industry, over 14 of them as CEO of a high-tech company, he knows pressure from the top seat — and has experienced first-hand where lasting overload leads. His approach: create space and bring people in key positions back into their strength until they can act confidently on their own.

25+ yearsexperience in mechanical engineering, vehicle and mobility industry
14+ years CEOof a high-tech company — pressure at the top experienced first-hand
100+ expertsin the network, brought in as needed
About the company

Classic management takes care of processes. RIECON takes care of the people.

RIECON — Christian Rieger Consulting e.U. works with managing directors and leaders in key positions, mainly in technology and mobility companies. Stabilisation management combines relief management, decision management, EMPEX® coaching and an expert network — complemented by the Smart Impact Audit® as a forward-looking assessment.

Temporary relief

Working where support is missing right now — up to acute interim management.

RIECON decision compass

Structure and a basis for decisions, without taking the responsibility away from you.

Walk & talk at Hilmteich

30 minutes, confidential and personal — a first step, not a sales conversation.

The way back to the ability to act
1

Regain strength

First take the pressure off your shoulders — through temporary relief or coaching.

2

Create clarity

Look at the situation in a structured way and consciously assess the effort a decision needs.

3

Find solutions

Bring in the right expertise from a network of more than 100 experts where needed.

4

Decide and act

Decide clearly, communicate clearly — the responsibility stays with you.

Frequently asked questions

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