You invested in your leaders. Can you see what changed?
Leadership development programmes are a significant investment. But most organizations can't tell you which specific leadership behaviors improved, which didn't, or why. A competency score or a 360 tells you how leaders are perceived. It doesn't tell you what they're actually doing differently.. or what's preventing them from doing it.
A 360 tells you how leaders are rated. It doesn't tell you what they're doing.
Standard 360s produce a perception score. Someone rates your leader a 3.8 on "communication" or a 4.2 on "strategic thinking." That number doesn't tell you which communication behaviors are missing, whether the gap is a capability issue or a system issue, or what would actually shift it.
This assessment measures behavioral frequency.. what leaders do, how often, and how that compares to what others observe. It surfaces say-do gaps: where leaders believe they're modeling something that others aren't experiencing. And it connects every finding to the cultural dimensions that matter to your organization.. not generic competencies, but the specific leadership behaviors your strategy needs.
We assess behavior, not personality. And we connect it to what the organization needs.
Standard 360 / competency assessments
- Measure perceived competency on generic scales
- Produce scores that don't connect to organizational priorities
- Development plans based on trait gaps, disconnected from context
- Can't tell you whether the barrier is the leader or the system around them
- Same instrument for every organization, every situation
This assessment
- Measures behavioral frequency.. what leaders actually do, how often
- Connected to your cultural dimensions.. the leadership behaviors your organization specifically needs
- Say-do gap detection.. where leaders think they're modeling something others aren't experiencing
- Four perspectives: self, direct reports, peers, and upward
- Development priorities grounded in behavioral evidence, not perception scores
When leadership behavior is part of the picture and you need to see it clearly.
You trained your leaders. You need to know what actually changed.
The programme happened. Managers went back to their desks. You can't tell whether the investment shifted specific behaviors or just generated good feedback forms.
The strategy changed. You need leaders who can lead the shift.
Your transformation depends on leaders modeling new behaviors.. not just endorsing the strategy, but visibly doing things differently. You need to see where that's happening and where it's not.
Partners have no bosses. But their behavior shapes the firm.
In professional services, partner behavior defines culture more than any policy. Multi-rater behavioral assessment is one of the few ways to hold a mirror up to people who have no formal accountability above them.
Four perspectives. One behavioral picture.
The power isn't in any single perspective. It's in the gaps between them. Where a leader's self-assessment diverges from how their team, peers, and manager experience their behavior.. that's where the diagnostic insight lives.
How leaders see their own behavior
What they believe they're doing. This becomes most valuable when compared against what others observe. Self-perception gaps are some of the most actionable findings.
How the team experiences their leader
The view from below. Direct reports see the daily behavior.. the meetings, the decisions, the responses under pressure. This is where say-do gaps become visible.
How colleagues and fellow leaders see them
Lateral perspective. Peers see collaboration behavior, cross-functional dynamics, and whether leadership commitment shows up beyond the leader's own team.
How the organization sees their contribution
The structural view. What does this leader's behavior look like from above? How does it connect to organizational priorities and the broader leadership picture?
From "we think it's a leadership issue" to "here's exactly what to develop."
Scope and configure
Identify priority dimensions.. either from a culture assessment or through a focused scoping workshop. Nominate leaders. Map raters. Configure the instrument.
Data collection
Multi-rater surveys across all four perspectives. Structured leadership interviews. Self-assessments. All designed to surface behavioral frequency, not just perception.
Analysis
Multi-rater comparison. Self-other gap detection. Say-do gap analysis. Pattern recognition across the leadership group. Connection to organizational dimensions.
Delivery
Individual feedback sessions with each leader. Personal development reports. Organizational insights report showing aggregate leadership capability and systemic gaps.
Individual clarity for each leader. Organizational clarity for the system.
Personal Development Report
Per leader: multi-rater behavioral scores, self-other gaps, perception gaps, specific development priorities grounded in evidence.
Development Brief
Per leader: concrete actions for the top 2–3 development areas. What to practice, how to know it's working, and what support looks like.
Individual Feedback Session
Guided 1:1 with each leader to walk through findings, make sense of the gaps, and co-create a development plan they actually own.
Organizational Insights Report
Aggregate leadership capability across dimensions. Where the leadership group is strong, where the systemic gaps are, and what the organization should invest in.
Leadership-Culture Overlay
How leadership strengths and gaps map onto the cultural dimensions that matter most. Where leadership behavior is enabling culture.. and where it's blocking it.
Development Priorities
Where to invest in leadership development for the highest cultural impact. Not a generic training catalogue.. targeted priorities based on what the aggregate data says.
After a culture assessment, or standalone.
After a culture assessment
- The culture assessment identified leadership behavior as part of the picture
- Priority dimensions already established from cultural data
- The leadership assessment goes deeper on dimensions where leadership matters most
- One integrated view: how culture and leadership connect
Standalone
- A facilitated scoping workshop identifies 3–5 priority dimensions
- Based on the organization's strategic priorities and presenting challenge
- Full assessment runs against those dimensions
- Can later connect to a culture assessment or behavioral diagnosis if needed
When leadership barriers need deeper diagnosis.
This assessment shows you what leaders are and aren't doing, and where the perception gaps are. When you need to understand exactly why specific leadership behaviors aren't happening.. whether the barrier sits with the leaders themselves, the system around them, or both.. the same data feeds directly into a full behavioral diagnosis. No new data collection.
Scoped to your leadership population and priorities.
Number of leaders, number of raters per leader, number of priority dimensions, and whether this follows a culture assessment or runs standalone all shape the scope. We design the right assessment in the first conversation.
Your leaders went through the programme. What's different now?
30-minute conversation. We'll ask about the presenting challenge, which leaders are in scope, and what you've already tried. If the assessment fits, we'll explain how. If it doesn't, we'll tell you that too.
Is the culture part of the picture?
Leadership behavior doesn't happen in a vacuum. Our Culture Assessment shows you which cultural dimensions are creating friction and where the system conditions shape what leaders can do.