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Voice Intelligence Scan
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Get In Touch

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Voice Intelligence Scan
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Free Assessment

Before You Begin, please read these instructions carefully to ensure you receive the most accurate assessment.
This assessment is based on scientifically backed communication and behavioural frameworks* designed to evaluate your Voice, Presence, and Impact.

Set aside 5–10 minutes to complete the assessment without interruptions.
Choose a calm and distraction-free environment so you can reflect on each question honestly.
Read every question carefully. There are no right or wrong answers. Respond based on what you naturally do in most situations, not what you think is the ideal response.
Avoid rushing through the assessment. Thoughtful responses lead to more meaningful and accurate insights.
Don’t try to maximise your score. The purpose of this assessment is not to achieve a high score, but to uncover your communication strengths, identify blind spots, and provide you with a personalised roadmap for improvement.

We wish you the very best! We hope this assessment gives you valuable clarity and helps you take the first step towards transforming your communication with confidence, clarity, and impact.

Voice Intelligence Scan

Personal Details
Voice Analysis
Presence Analysis
Impact Analysis

Personal Details
Voice Analysis
Presence Analysis
Impact Analysis

Your Profile

Consider how you navigate pressure and command space when taking the floor.

First Name

Last Name

Phone/Mobile

Address

City

State

How You Sound

Reflect on the immediate impression your delivery leaves in everyday exchanges.

Q1. When you finish making a point in a professional meeting or call, the response from the room is typically:

Silence or minimal acknowledgment — people move on as if the contribution barely registered

A polite response, but my point does not seem to shift the direction or stick in people’s minds

Good engagement, though I sometimes sense my delivery undersold the actual quality of my thinking

Clear acknowledgment — what I say lands with weight, registers and consistently shapes the conversation

Q2. When you speak professionally, how often do filler sounds or phrases — ‘um’, ‘ah’, ‘basically’, ‘you know’, ‘kind of’, ‘to be honest’ — appear in your communication?

Frequently — they come out automatically and I know they are chipping away at how others perceive my expertise

Often — they surface particularly under pressure, when challenged, or when speaking with senior people

Occasionally — I have reduced them but have not fully replaced them with deliberate pauses

Rarely or never — I have consciously replaced fillers with purposeful silence

Q3. The most common piece of feedback or the internal criticism you give yourself about how you come across when you speak professionally is:

I am hard to follow or understand — my pronunciation, speed or accent causes people to lose the thread

I speak fluently enough but I do not sound as confident or senior as I feel on the inside

I sound rehearsed, scripted or flat — the real me does not come through in formal settings

None of these reflect a current gap — I feel my spoken communication matches how I want to come across

Q4. When speaking English in professional settings — meetings, presentations, calls with clients or senior leadership — do you hold back, self-edit, or feel anxious about how your spoken English or accent sounds?

Yes, frequently — I stay quiet or change what I was going to say because of how I think I come across linguistically

Sometimes — especially in international settings, with senior people, or when I perceive others as having 'stronger' English

Rarely — it surfaces in specific high-pressure contexts but does not dominate how I communicate day to day

No — I speak with full confidence in my English and my voice regardless of who is listening or the context I am in

Q5. When you hear yourself on a recording, or imagine how your voice sounds to the room during a senior meeting or presentation:

I wince — my voice sounds uncertain, thin or flat in a way that does not represent the authority I actually carry

It sounds fine — not unpleasant, but also not particularly authoritative or commanding

Mostly positive, but I notice specific moments where my voice undersells what I know or believe

I am satisfied — my voice consistently projects the confidence, resonance and certainty I intend

Q6. When speaking for an extended period — a long client call, a detailed explanation or a presentation that runs for several minutes — your voice typically:

Loses volume or becomes strained, particularly toward the end of longer sentences or after sustained effort

Stays level in volume but goes flat or monotone — the energy and impact you had at the start fades

Holds up well, though you occasionally rush sections to avoid losing breath or momentum

Maintains volume, clarity and energy throughout — you use breath deliberately as part of your delivery

Q7. How would you honestly describe the range and expressiveness of your voice — the variation in pace, pitch and emphasis — across a typical professional conversation?

Fairly flat and even throughout — most of what I say comes out in a similar tone regardless of how important it is

Some variation in informal settings, but I become more monotone in high-stakes or formal conversations

Reasonably varied, though I know my delivery could be more dynamic and deliberate in its use of emphasis

Deliberately varied — I use pace, pitch and emphasis as intentional tools to hold attention and signal what matters

Q8. How consistently do you think about your voice — tone, pace, volume and energy — as a deliberate communication tool, rather than just a vehicle for your words?

I rarely think about how I sound — my focus is entirely on what I am saying, not how I am saying it

I become aware of my voice only when something clearly goes wrong or gets a visible reaction from the room

I am moderately aware and make adjustments occasionally, but I do not have a consistent or systematic approach

I calibrate my voice intentionally — tone, pace and energy are as considered as the words I choose

How You Show Up

Some description about this section

Q9. In a senior meeting, a presentation, or a high-stakes client interaction, your body language and physical presence typically signals:

Contraction — I make myself smaller: shoulders in, arms crossed, eye contact low, energy pulled inward

Politeness but not presence — I take up the space I am given, but not more; I blend rather than command

Openness in theory, inconsistency in practice — I know what I should project but do not always deliver it under pressure

Deliberate authority — I use posture, stillness and space as conscious signals of confidence and ownership

Q10. In meetings where senior colleagues, dominant voices or louder team members are present, when you are making a point:

I am regularly talked over, interrupted, or have my contribution taken before I finish it and struggle to reclaim the floor

I get interrupted occasionally and typically back down, restart, or lose the thread of what I was building

It happens sometimes and I usually manage to finish, though it briefly throws my confidence

I am rarely interrupted — my voice, pacing and manner of speaking make it clear the floor is mine until I choose to stop

Q11. When you move between different professional audiences — a data-driven analyst, senior leadership, an emotional client, a difficult colleague — your communication style:

Stays largely the same regardless of who I am speaking to — genuine adaptation is something I find difficult

Shifts, but often overshoots — I become too formal or too casual, too soft or too direct depending on the room

Adapts reasonably well, but I lose my natural ease in high-stakes or unfamiliar or senior-heavy settings

Shifts naturally and deliberately — I adjust style, pace and register without losing authority or authenticity

Q12. Before you have said a single word in a high-stakes meeting, presentation or client interaction, the impression your presence creates is:

A genuine concern — I do not know what people read from my energy, posture or physicality before I speak

Neutral — I blend in professionally; competent enough, but not someone who commands the room on entry

Decent but not yet commanding — I know my pre-speech presence does not yet signal the seniority I actually carry

Intentional and leadership-level — I set my energy and posture before I enter, and people sense it before I begin

Q13. In a high-stakes professional moment — receiving critical feedback, being passed over for an opportunity, being challenged publicly, or losing a client — your visible response typically:

Shows clearly in your face, voice or body — people in the room can read exactly what you are feeling

Leaks through despite your best effort — your voice tightens, your posture shifts, something gives you away

Is mostly contained, though in the sharpest moments your composure is visibly — if briefly — affected

Stays regulated — you feel what you feel internally but your external presentation remains steady and professional

Q14. During professional conversations, presentations and meetings, how deliberately do you use eye contact as a communication signal?

Sporadically or avoidantly — I struggle to hold eye contact, particularly when speaking under challenge or scrutiny

I make contact but break it too quickly, or drift between faces without establishing real connection or authority

Generally appropriate, though I notice I lose it when I am concentrating hard or when the stakes go up

Deliberately and sustainedly — I use eye contact as an intentional signal of confidence, conviction and presence

Q15. When you reflect on why you hold back professionally — staying quiet when you have something valuable to contribute, hesitating before you speak, deferring when you could lead — the most honest explanation is:

I worry my idea, my English, or my communication will not land well — there is a real fear of being judged or misread

I need to fully form a thought before I speak, and in fast-moving meetings the moment typically passes before I am ready

I feel confident internally but something shifts the moment I have to perform under pressure — I have not yet identified the exact block

I do not significantly hold back — I contribute with confidence and regularity regardless of the audience or setting

Q16. When something goes visibly wrong mid-conversation — you lose your thread, stumble on a word, or realise you have said something incorrect in front of senior people — you typically:

Become noticeably flustered and it takes several exchanges to recover — the stumble defines the rest of the interaction

Get back on track eventually, but the incident rattles you and visibly affects your performance for the remainder

Pull yourself back reasonably quickly, though you are aware of a brief but perceptible performance dip

Reset within seconds — composure returns almost immediately and the stumble barely registers in the interaction

How You Persuade

Focus on how your ideas land and shape decisions when the stakes are high.

Q17. When you communicate with senior people — sharing an update, a recommendation or your view in a meeting — you typically:

Build context and reasoning first, then get to your point — by the time you land it, the room has half-moved on

Reach your point, but not before giving more background than the audience actually needed

Lead with your main point most of the time, though under pressure you still default to context-first

Always lead with your conclusion, support it precisely, and stop when the point is made

Q18. When speaking professionally — especially in senior or unfamiliar settings — do you use phrases like 'I just wanted to check', 'sorry to bother you', 'I might be wrong but', 'I think maybe we could consider', or ending a point with 'does that make sense?'

Yes, frequently — they come out automatically and I know they are reducing how senior and credible I sound

Often — particularly when I am uncertain, addressing someone senior, or speaking in a large group setting

Sometimes — I am aware of these phrases and have reduced them, but have not fully replaced them with direct language

Rarely or never — I communicate with direct, owned language and have eliminated the habit of hedging or softening unnecessarily

Q19. When you share an idea, insight or recommendation in a meeting:

It is frequently passed over or ignored in the moment — then a louder colleague repeats it minutes later and receives the credit and the attention

It registers, but rarely carries enough weight or authority to shift the direction of the conversation

It lands well most of the time, but you sense your delivery leaves the idea open for others to build on before you have fully claimed it

It lands with clarity and ownership — you are known as someone whose contributions shape direction, not just add to discussion

Q20. When a senior stakeholder, a client or a dominant colleague challenges your point, questions your thinking, or pushes back hard:

You tend to back down, over-explain, or become defensive in a way that reduces your credibility in the room

You respond, but leave the exchange feeling you conceded more ground than you should have or gave away authority

You hold your position most of the time, but sharp or unexpected challenges still knock your delivery off balance

You welcome pushback — you engage calmly, hold your ground without aggression and use the challenge to demonstrate depth

Q21. Which of these most honestly describes where you are with your professional communication right now?

Something is clearly not working but I genuinely cannot identify what — I keep trying different approaches and nothing sticks

I can see my gaps but all the advice I have received has been too general — I need a specific, structured path to close them

I am working on specific things but I need a proven system, not more tips — I want to go deeper and faster

I communicate at a strong level — I am here to move from genuinely good to unmistakably excellent at the senior level

Q22. When conveying something complex to a senior audience — a problem, a recommendation, a situation that needs a decision — your communication tends to:

Run long — you give extensive context before getting to the point and can sense the room waiting for you to land it

Cover the necessary information but struggle to cut what is not needed — you know you are overloading but cannot stop

Land the key message, though you occasionally give more detail than the situation actually calls for

Calibrate with precision — you give exactly what the audience needs to understand, decide or act, and nothing more

Q23. When you need to move someone who is sceptical — persuade leadership, change a client's mind, or win over a room that is not yet with you:

You rely almost entirely on facts, data and logical argument — using emotion or narrative feels unprofessional or like manipulation

You try to connect emotionally or use examples sometimes, but rarely make it a confident, deliberate strategy

You use story, analogy or emotional framing occasionally, but not systematically as your primary influencing move

You regularly deploy narrative, analogy and emotional reframing — you know how to move rooms, not just inform them

Q24. When communicating with people significantly more senior than you — a skip-level leader, a leadership team, or a key client decision-maker:

You tend to over-explain, justify your position, or seek implicit approval — a shift that quietly signals you do not quite belong in that room

You deliver the content, but notice your confidence drops, your language softens, or you give more ground than you would with peers

You mostly hold your position, but can feel the pull to qualify or soften your message more than you would with equals

You communicate with the same directness, structure and authority regardless of who is in the room — seniority does not change your register

Voice Score (Q1-Q8 Subtotal)

Presence Score (Q9-Q16 Subtotal)

Impact Score (Q17-Q24 Subtotal)

Total VIS Score

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From Being Overlooked to Being Heard, Seen, and Respected with impact.

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