Solution · Leadership Development
Focus growth on the behaviors that actually move performance.
Generic development programs produce polite feedback and small change. Anchor development plans in the specific leadership patterns a person brings — and the ones the role and team most need next — and the conversation gets sharper immediately.
The situation
A leader (or a cohort of leaders) is capable, well-regarded, and stuck at the same edge of growth they were a year ago. The programs on offer are competent but generic.
What this solution does
Leadership Development uses assessment evidence to name — for each leader — where their leverage actually sits, what they overuse under pressure, and which two or three behaviors would move the room around them if they changed. Programs get shorter and more useful; individual plans get concrete.
How it works
- 01
Assess each leader with Penta Personality and the Leadership Assessment.
- 02
Translate the results into two or three specific behaviors that would matter most, given the role and the business.
- 03
Design (or rebuild) the development program around those behaviors instead of generic competencies.
- 04
Give each leader — and their manager — a written interpretation they can act on together.
- 05
Set a 30/60/90 checkpoint against the same two or three behaviors, not against a survey.
Signals you probably need this
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Development programs consistently receive positive feedback and produce no observable change.
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You cannot describe, for a specific leader, what they are working on right now.
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Managers are not part of the development conversation, only the participant.
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Curriculum design is topic-led ('influence', 'strategic thinking') rather than behavior-led.
What you receive
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Individual leadership profiles for each participant.
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Behavior-anchored development plans (leader + manager).
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Program-level design recommendations, if a cohort is involved.
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30/60/90 practice frame and check-in template.
What this is not
This is not a training catalog. It is a way of turning development into practice — specific, observable, and something a manager can support.
The principle
“Development is not something you deliver. It is something a leader does — and only if they can see what to work on.”