The Job Joy Assessment

Love + Good At = Job Joy™. The assessment turns that equation into something you can actually measure — and shows you the distance between where you are and the work you are built for.

Step 1 · Define — eighteen statements, about four minutesDo the assessment nowOne statement at a time. Scored as you go, with your result and the likely Joy Block sent straight to your inbox.Start the AssessmentPrefer paper? Download the printable assessment — same eighteen statements, scored by hand.

What It Measures

Love

What genuinely drives you — purpose, meaning, and the work you would choose if the choosing were free.

Good At

What surrounds you — the tasks, conditions, people and environment you work inside every day.

The Overlap

Where the two meet — and the specific distance you can close from here. The gap is the finding, not the score.

Two Ways to Take It

On Your Own

Twenty minutes, honestly answered. You get your internal and external readings and the gap between them, plus what to do about the largest one.

Across a Team

Run it across a group and the pattern shows up fast — where top performers are under-used, where engagement is quietly leaking, and which progression paths would actually hold people.

Reading Your Result

Your Part Three score is the headline. Parts One and Two explain it.

Part Three 25-30You are in itYour week largely sits where love and capability meet. The work now is protecting that — job joy erodes quietly, usually through promotion into work that uses less of you.

Part Three 19-24Close, but leakingThe overlap is real but partial. There is usually one identifiable thing draining it — a task, a relationship, a reporting line. Name that one thing before changing anything larger.

Part Three 13-18The Joy BlockIf Parts One and Two scored well and Part Three did not, nothing is wrong with you or your ability — the work is simply not shaped to use them. This is the most common result, and the most fixable. It is what Book 2 is about.

Part Three 6-12The wrong roomThe gap is structural rather than a matter of adjustment. Redesigning tasks will not close it. This usually calls for a change of role, of organization, or of direction — taken deliberately rather than in frustration.

Part One high · Part Two lowAspiration outrunning capabilityYou love the direction but the evidence is not there yet. That is a development problem, not a fit problem, and it is worth the patience.

Part One low · Part Two highThe competence trapYou are excellent at something you no longer care about. It pays well and it is hard to leave — which is exactly why people stay in it for a decade.