Organizations
For whoever develops or selects people who lead.
You may work in HR or learning and development, sit on an executive team or a board, or lead a team you are building. Whichever it is, you are responsible for developing or selecting people who lead. There are four ways to work with us, from the fullest engagement to the lightest.
The Leader Development Center
Piloting nowThe Center is a place where a leader's development is supported over time, with a mentor, rather than left to a weekend workshop or good intentions. It brings together our Leadership Skills Assessment, conversations with a development mentor about what it shows, and learning loops in which a leader practices the skills they need in the context of their own work.
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1. Intake
The role's demands outlined, then a spoken interview with an AI interviewer.
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2. Assessment
The interview is analyzed for the quality and complexity of thinking and several skill domains, then shaped into a layered report.
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3. Exploration
Debriefing with a development mentor. The leader then chooses skills to work on.
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4. Skill development
Learning loops, drawing on our skill library, deployed in the leader's own work.
Development mentors can be your own people, internal consultants and coaches who have taken mentor orientation, or our consultants. Consultants and Coaches →
Decisions about readiness for a role
We start by looking at what the role demands.
Three things matter in such a decision: a person's values; their knowledge, skills and experience; and the quality and complexity of their thinking. Each is necessary, and none is enough on its own. We focus on identifying the relevant knowledge, skills and experience, and comment briefly on the quality and complexity of thinking in relation to the complexity of the role.
Our analysis looks at the structure of a person's thinking: how many considerations they hold and coordinate, and how far ahead and how widely they see. It also analyzes how they apply that thinking in a set of skill domains.
Preparing to interview specific candidates in a hiring process? Candidate suitability support → analyzes each candidate's experience in the role's areas of work, ahead of your interviews.
and experience Our focus
How we work when the assessment informs a decision
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Agreed at the outset.
Whether the assessment serves development or a decision is agreed in writing before it begins, and the person is told which.
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Information for your judgment.
The report informs the judgment of the people making the decision. We do not rank or recommend candidates, even when asked; we can advise on how to use the information in your own process.
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The person sees what you see.
The person sees what the decision-makers see. A debrief is agreed for each engagement.
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You try it first.
Your decision-makers take the assessment themselves before it is used with anyone else.
Programs and learning loops for groups
Without the assessment, a group can work through a program built from learning loops, with a development mentor leading a meeting every two weeks. Programs are running with organizations in Europe and the US.
8 weeks
Building Emotional Resilience
Eight weeks, four loops: turning triggers into curiosity.
12 weeks
Building Relational Resilience
Twelve weeks, six loops: from collusion to collaboration.
Communicating Clearly
Structuring the essential components of successful communication.
Leading Clearly
Thinking, communicating and connecting clearly. Open to piloting.
Pilot Leading Clearly with your managers
Leading Clearly is a program for managers in three parts: Thinking Clearly, Communicating Clearly and Connecting Clearly. Communicating Clearly is running; we are building the other two. If you would like to pilot it with a group of your managers, tell us: interest from organizations moves its development forward.
A short, repeatable cycle of activities for practicing skill development in your own work.
The skill library portal
In developmentA way to start from a need rather than an assessment. A person describes what they need; the portal asks questions and helps them navigate the skill library to the skills that matter most for it, and an AI design partner then helps them build learning loops for those skills. Development mentors can use it to guide the people they work with.
We are building it for use with a development mentor first, and later by people on their own.
Starting together
We start with an opening consultation, to understand your needs and context and how this might fit. It usually leads on to your decision-makers trying the assessment themselves.
We are working with first clients on pilot terms: a small group, an agreed scope and terms agreed one by one, in exchange for your feedback and permission to use anonymized outcome data. We publish a testimonial only with the person's consent to its exact words.
We start with an opening consultation.
Request an opening consultation →