Work products and evidence
Leadership development earns its keep in the operation the leader runs. Each work product leaves the leader with an instrument to use and a baseline to measure change against.
Which outcome in this leader's operation should move first?
A measured starting point for one outcome, such as forecast accuracy, ramp time, regretted attrition, or bench strength, with its population, period, source, and owner.
Evidence to collect: Keep definitions fixed so the same measure can be compared at each review. Record the owner who signs off on the number.
Which gains does this leader need, and in what order?
The leader's position across the 55 gains and five mechanisms, with the gains to build at Foundation, Calibration, Integration, and Sovereignty.
Evidence to collect: Observe each gain as a change in awareness, behavior, or circumstance. Tie each one to the outcome it is expected to move.
What does the leader do differently, starting this quarter?
The gains to build, the coaching or program support, the accountable owner, the dependencies, and the review dates.
Evidence to collect: Compare the outcome against the baseline at each review. Separate a change in the leader's behavior from a change in the market.
Illustrative example · synthetic inputs · not a client result
Suppose a sales leader is comparing two territory plans over the same period. The model below asks which produces more contribution after variable delivery cost and incremental commercial spend. All figures are invented for this demonstration.
| Assumption or output | Option A | Option B |
|---|---|---|
| Units sold | 100 | 120 |
| Price per unit | $1,000 | $900 |
| Variable delivery cost per unit | $600 | $600 |
| Incremental commercial spend | $5,000 | $8,000 |
| Revenue | $100,000 | $108,000 |
| Contribution after the costs shown | $35,000 | $28,000 |
Contribution = units × (price − variable delivery cost) − incremental commercial spend. This simplified measure excludes fixed overhead, taxes and other costs; it is not net profit.
Option B produces more revenue but less contribution under these assumptions. At its stated price and costs, B would need at least 144 units to exceed A’s $35,000 contribution. That threshold is a question to investigate, not a demand prediction.
A real decision needs evidence for price response, capacity, customer value and cost. The model makes the tradeoff visible; it does not establish which option customers will choose or what the business will achieve.
The Leadership Diagnostic sets the operational baseline, maps the gains the leader needs, compares development options, and produces a development plan. Scope, timing and fee are agreed after an initial fit conversation. Client-specific evidence is discussed where the source and disclosure permissions permit.
Explore the diagnosticA focused starting point
The Leadership Diagnostic examines one leader and the team they run, sets the baseline for the operational outcome that matters most, and defines a development plan with a named owner and a measurement plan.
Explore the diagnostic