Define what good leadership looks like in your business, then assess current and emerging leaders against it.
First define what good leadership looks like in your business, then score each leader against it. A short, specific list of what leading looks like here beats a generic model.
| Capability | What it looks like here |
|---|---|
| Setting direction | |
| Developing people | |
| Making decisions | |
| Communicating | |
| Holding accountability |
Score each current and emerging leader against the capabilities, noting strengths and the specific gap holding them back. Include emerging leaders, not just current ones.
| Leader | Strengths to build on | Specific gap to close |
|---|---|---|
An honest assessment is uncomfortable but a flattering one develops no one. A leader strong on doing but weak on developing people is the classic promoted-operator pattern this pathway exists to fix. The gaps you name here become the development plans.
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