Please send an email to jeremy.tozer @ tozerconsulting.com to request a copy of our Leadership Assessment and Development brochure.
This allows us to assess skills and behaviour that do not normally always surface at work and it has been amazing to get this more complete view. This kind of contribution to personal development is invaluable”. Joseph Puthussery, Cisco Asia Pacific
The costs of failing to assess and minimise ‘leadership risk’ — in mergers, acquisitions or during growth or change — at any level of leadership, are significant. At executive level, it is measured in billions.
Succession planning and talent management require the definition of current and future needs, at the organizational and individual levels, and processes in place to close the gap and keep it closed.
Some companies invest heavily in leadership development with little measurable return. Sometimes because needs have not been clearly defined, but most often because no real desire to develop has been created within the individual leader.
We will work with you to define and assess the three very different component parts of Leadership Ability: ‘what’, ‘how’, and ‘thought’, and to build that ‘burning desire’ to develop. Our experience across the UK and Europe, Asia, the USA and Australasia demonstrates that the single most powerful method of assessment (and catalyst for change) is the assessment centre (AC) or development centre (DC).
The assessment centre is a great tool to allow us to assess the characteristics and behaviours of our leaders. It has been an eye opener for me.” Tony Simonson, Cisco Australia
I learned a great deal about how to lead but I probably learned as much about myself and how I relate to other people.” JP Kenney, Cisco USA
The naming, positioning and transparent purpose of the Assessment Centre (AC) or Development Centre (DC) and the use of its data outputs require careful and detailed consideration. We are experts in this and will work with you to create the conditions for AC or DC success.
Typically, participants will spend a day in simulations of the major challenges of their leadership role. We usually include small team, larger group and individual activities; with actors adding realism and ‘stress’ to 1:1 simulations.
Simulations and activities are designed to allow people to demonstrate their ‘leadership ability’ and may include:
Trained observers record detailed ‘behavioural evidence’ to give specific and meaningful feedback of examples and impact (on people and on task). ‘Blind spots’ become ‘known’, and deep self-awareness is created which is the pre-requisite for participants to leverage their strengths and develop any weaknesses.
AC/DCs may stop at the detailed feedback and debrief stage (usually delivered within three days), or progress into the creation and implementation of detailed, unique and relevant personal development and action plans which emphasise ‘on the job’ development, not more training!