Assessment for succession, development and change leadership
Understanding the capabilities of senior leaders is a key Board agenda item for succession, development and through periods of corporate change such as transformation or mergers and acquisitions. We have developed a fresh approach to assessment that answers three questions:
Who are our leaders?
How good could they be?
How do we grow?
We triangulate natural talent/motivation, mindset and leadership capability to give an accurate picture of your leaders’ potential. We synthesise the different data and sense check it with a measure of role preference, to help the organisation create the conditions that will unlock their potential.
Natural talent and motivation
Purpose and motivation lie at the heart of effective leadership. We evaluate why the leader comes to work, examining the relative importance of 36 paired statements. Businesses Leaders who operate in a context where their natural talents are both valuable and valued, are highly energised. To determine the core talents predictive of success when matched to roles, we map the responses to 177 stimuli against a global database of 20m.
The leader’s thinking has a profound influence on whether they create impact in the organisation. When their thinking aligns with the agenda for change, the chances of success are greatly increased. Whether this is about innovation, transformation, integration, recovery or divestment, the correct mindset is critical. Frequently however, leaders are engaging with a mindset that is either biased to habitual ways of acting or misaligned with their natural talents. Using a unique organometric instrument launched in 2017, we surface the leader’s thinking to assess their ability to drive organisational change.
Research shows that great leaders deliver twice as much income as merely good leaders. Great leaders consistently go the extra mile and inspire their teams to do the same. We measure leadership capability by inviting colleagues (manager, peer, direct reports and others) to assess a leader's ability across the competencies that drive business performance, evidenced in the research.
Businesses operate across four cycles: Create, Design, Implement and Improve. To be consistently successful, we need to cover all four. Based on the need driven by market context and business maturity, organisations prioritise differently. Some leaders have a strong preference for one element, others are capable of leading across the four. We map the leaders’ preferences across 16 roles and compare the results with those of the Triangulation.
Collating the data from the Triangulation and role preference, we debrief the results with individual leaders. A succinct report summarises the data across talent/motivation, mindset and leadership capability, plus role preference. Our commitment to transparency means all reports are signed off by the individual leaders before being passed to the organisation. The insight gained from this process is the key to unlocking potential and the first step to unleashing strengths. Individual data is then aggregated to create a report on organisation-wide insights.
Data Driven Approach
The data we gather is benchmarked against a global database of 120,000+ business leaders to quantify the overall leadership capability of the leader and their cohort. This is expressed as a percentile score. Leaders who score at the 75th percentile are defined as “strong” and leaders at the 90th percentile as “extraordinary”. The leader cohort is then compared against each other and a global database of leader cohorts.
How do we grow?
A lack of alignment is frequently one of the reasons why leaders are not realising their full potential and creates actionable insight to unlock that potential. Addressing the mismatch releases energy and is transformational for the leader and their organisation.
Leaders operate at their best when their natural talents/motivation, mindset and leadership capability align with role preference. The Triangulation approach provides a consistent framework and language to articulate the strengths of each leader. This means that the leader can be consciously competent in playing to their unique strengths. By understanding the leader’s unique profile, the organisation can deploy the leader with greater assurance that their capability will be matched to the opportunity or challenge.
WHAT PEOPLE SAY
“The Board were able to get valuable insights in evaluating the top leadership team ahead of considering CEO succession and our needs to support the ambitions of the business.”
— Annette Court, Chair, Admiral Group plc.