Leadership Assessment
Evidence, not intuition.
Independent assessment for hiring, promotion, succession and leadership development. Four sources of evidence, two calibrated senior assessors and one success profile built around your strategy.
Leadership Assessment
The decision this is for
For decision-makers facing an appointment, a promotion, a succession plan or the development of a leadership team, with the same scale for internal and external candidates.
- Hiring a senior leader
- Promotion into a larger role
- Succession and leadership pipeline
- Development of leadership teams of up to eight
| Dimension | Psychometrics | Interview | Simulation | 360° references |
|---|---|---|---|---|
| Strategic judgment | Supporting | Primary | Primary | Supporting |
| Learning agility | Primary | Primary | Supporting | Supporting |
| Leading people | Supporting | Primary | Supporting | Primary |
| Stakeholder influence | Supporting | Supporting | Primary | Primary |
| Driving results | Supporting | Primary | Supporting | Primary |
| Integrity and judgement | Primary | Primary | Supporting | Primary |
One profile. A comparable decision.
We start with the role, sector and business context. Two working sessions with the CEO and HR define the required behaviours and weighted dimensions before assessment begins. Internal and external candidates are assessed against the same relevant scale.
- Two working sessions with the CEO and HR: strategy, role and culture.
- Weighted dimensions: not every role needs the same strengths.
- Signed off before the first leader is met.
Four phases. Twenty business days.
- Days 1–2
Profile
Agree strategy, role and culture in a signed success profile.
- Days 3–14
Measure
Combine psychometrics, structured interview, business simulation and 360-degree references.
- Days 15–18
Integrate
Two assessors evaluate the evidence and calibrate ratings before the written report.
- Days 19–20
Decide and develop
Debrief with decision-makers, confidential feedback and an agreed development plan, followed by 90 days of follow-up.
Indicative reference schedule: 20 business days from profile to debrief. Instruments overlap; the brochure estimates around a day and a half of participant time across four weeks. Team engagements of up to eight leaders may use the same calendar, subject to agreed scope and availability.
Six dimensions. Three lenses.
- 01ThinkingDimensionStrategic judgmentWhat it examinesMarkets, data, risk and decisions under uncertainty.
- DimensionLearning agilityWhat it examinesAdaptation to new businesses, models and markets.
- 02LeadingDimensionLeading peopleWhat it examinesBuilding, developing and retaining teams.
- DimensionStakeholder influenceWhat it examinesRelationships with boards, customers, regulators and headquarters.
- 03DeliveringDimensionDriving resultsWhat it examinesTranslating strategy into execution and growth.
- DimensionIntegrity and judgementWhat it examinesEthical decisions, especially under pressure.
Every rating, supported by evidence.
- 01
Psychometrics
Validated instruments exploring personality, motivation and reasoning.
- 02
Structured interview
A consistent question set and behavioural evidence reviewed by two assessors.
- 03
Business simulation
A scenario grounded in the client's sector and relevant decisions. The brochure's Healthcare examples do not establish ready-made simulations for every division.
- 04
360-degree references
Assessor-led conversations with people who have worked with the leader.
Each dimension is supported by at least two methods. Where sources disagree, the assessors go back to the evidence rather than averaging scores. Instruments inform the decision; calibrated assessors make the judgement.
Six voices. One picture.
The brochure illustrates a reference design drawing on two former bosses, one peer, one board relationship and two direct reports. Relationships are agreed for each leader and role. Not a survey: a conversation led by a senior assessor.
- Results: numbers confirmed by a second source.
- Behaviour: how they act under pressure.
- Blind spots: what the leader does not see yet.
One leader. One page.
A clear scorecard summarises six ratings, evidence, risks and readiness against the target role. Detailed reports allow the board to examine the reasoning behind the comparison.
- 01
Ready now
Evidence supports stepping into the target role today.
- 02
Ready in 1–2 years
Targeted development is required.
- 03
Ready in 3+ years
A longer development horizon is needed.
- 04
Not for this role
Strengths are better aligned with a different role.
Readiness is role-specific professional judgement, not a guarantee of promotion or future performance, nor a permanent label on the individual.
From one leader to the whole team.
Comparable ratings combine into a team heatmap and succession view: shared strengths, dependencies and development priorities. Formats: individual assessment; leadership team of up to eight; succession pipeline by target role. Proposals are priced per leader.
From the report to real change. Included.
The same assessor follows the leader through the development plan: two or three priorities, practical on-the-job actions and visible measures agreed with the manager.
Day 0
Feedback session
A confidential 90-minute session and a first development-plan draft.
Day 30
Review actions
Actions started, sponsorship and obstacles.
Day 60
Evidence of change
With relevant manager and peer input.
Day 90
Progress against measures
Readiness revisited if the evidence warrants it.
Calibrated evidence
2
senior assessors calibrate evidence from four sources before the report is written.
Method reference · Leadership Assessment 2026
What your team receives
Everything the decision needs.
For the board and CEO
- Weighted success profile
- Executive report per leader
- Side-by-side scorecard
- Team heatmap and succession view, where in scope
- Debrief with decision-makers
For the leader
- Confidential feedback session
- Personal report
- Development plan
- Check-ins at days 30, 60 and 90
- A consistent and fair assessment process
Reference timing
Reference schedule
20 business days from profile to debrief, followed by 90 days of follow-up. Follow-up begins after the assessment, not inside the 20-day calendar.
How we start
How we start.
Related services
- 01Week 1
Opening conversation
The decision to be made (appoint, promote, succeed or develop) and the leaders involved.
You receiveA scope recommendation per leader or per team.
- 02Week 1–2
Proposal
Per leader or per team: evidence sources, assessors, calendar and how results are delivered.
You receiveProposal with a twenty-business-day calendar.
- 03Week 2
Success profile
Sessions with the CEO and HR to agree the success profile and weight the role's dimensions.
You receiveSigned success profile.
- 04Weeks 3–4
Assessment and debrief
Psychometrics, interview, simulation and 360° references; two assessors calibrate before the report; debrief to decision makers and to each leader.
You receiveReport, recommendation and development plan.
Let's define the next step.
Tell us about the decision, the context and the timeline.