Leadership Transition Assessments^TM

Strengthens the organisations' ability to create meaningful career plans for talent

It has been common acknowledged for many years that the best way to accelerate the development of talent is by giving them stretched assignments. And given that learning takes place on the job this is indeed a meaningful approach. The questions are, however, what defines a stretched assignment and can an assignment be too stretched?

It is quite obvious that for someone who has never worked abroad in a different culture it will be a significant development opportunity to go abroad. For someone who has never worked outside the operation function it will be a stretch moving to a completely different function like sales. For someone with solid experience at assistant general manager level it will likely be a stretch to move directly to senior general manager level. And the historic performance reviews will reveal whether the candidate is ready to make this move.

All the above listed examples are quite obvious. But how do you know whether a candidate is ready to move to a new leadership level (e.g. from leading leaders to functional leader)? Given that development for the leader is cumulative and successful transition into the current leadership level enhances the probability of successful transition into the next leadership level it is critical to be able to evaluate the extent to which the leaders has actually transitioned into their current leadership level.