Leadership Capability
Leadership development keeps training the wrong half
Most leadership programmes train skills and behaviours. They skip the half that determines whether any of it holds under pressure: who the leader actually is.
Evidence-Based
Leadership Capability
Why your leadership programme is not building capability
Most leadership programmes improve how leaders present. Few change who they are. The gap between a polished competency and genuine capability is the most expensive blind spot in L&D.
Leadership Capability
Inside-out: what the research says about lasting leadership change
External training and coaching are necessary but not sufficient. A decade of doctoral research shows lasting leadership change requires identity integration, not just skill acquisition.
Leadership Capability
What a decade of research changed our minds about
A decade of research and practice forced us to abandon several comfortable assumptions about leadership development. Here are the ones we got wrong, and what we revised.
Leadership Assessment
Bias in leadership assessment: where it hides and how to reduce it
Assessment is meant to make leadership decisions fairer. Yet bias enters through instrument design, rater judgement, similarity effects, and cultural assumptions. Here is where it hides in common practice, and the practical steps that reduce it.
Leadership Assessment
Performance is not potential: the assessment error that derails careers
Strong performance in one role is a weak predictor of capability in a bigger one. Yet organisations keep promoting on past performance and calling it potential. Here is why the two come apart, and how to assess potential on its own terms.
Leadership Assessment
What a 360 can and cannot tell you about a leader
The 360 is the most common leadership assessment and the most commonly misused. It measures how others experience a leader, which is real and useful. It does not measure capability. Here is how to read the gap and use a 360 well.
Leadership Assessment
Psychometrics are a starting point, not a verdict
A psychometric profile describes how a leader tends to think and feel. It is widely read as a verdict on who they are and what they can do. That reading asks a description to carry weight it was never built to hold.