Capability · 03

Team assessment, returned as a written diagnostic.

Our assessment is not a personality questionnaire. It is a written examination of the structural, cultural, and interpersonal conditions shaping how a senior team makes decisions — produced by senior practitioners over six to ten weeks.

Hands sorting paper cards on a wooden table for a mapping exercise

What this looks like

Discreet, deliberate, evidence-led.

Confidential interviews

Ninety-minute conversations with each team member and a small set of adjacent stakeholders.

Observational fieldwork

We sit in on the team's regular meetings and observe how decisions are made, deferred, or quietly avoided.

Written diagnostic

A 25–40 page document that distinguishes structural friction from interpersonal friction, and proposes specific structural changes.

Who it's for

The right fit, not the largest engagement.

  • ·Newly formed executive teams seeking a shared baseline.
  • ·Teams persistently underperforming despite individual talent.
  • ·Organizations preparing for a leadership transition or merger integration.
  • ·Boards commissioning an independent view of an ExCom's operating health.

Engagement

A predictable rhythm, calibrated to your context.

01

Commission

A short written brief, agreed jointly with the sponsor. We define what success looks like before we begin.

02

Fieldwork

Six to ten weeks of interviews, observation, and document review. Findings are held in strict confidence.

03

Return

A written diagnostic and a structured conversation with the sponsor and, where appropriate, the team itself.

In their words

Outcomes our clients have named.

  • “The diagnostic told us, in writing, what we had been talking around for two years. It was uncomfortable and entirely fair.”
    Outcome

    Executive committee restructured around the diagnostic's three structural recommendations; engagement scores recovered the following year.

    Chief Executive

    Public-sector infrastructure body

  • “They distinguished what was structural from what was personal. That distinction alone was worth the engagement.”
    Outcome

    Two senior role boundaries redrawn; recurring conflict on the ExCom resolved without a leadership change.

    Board Chair

    Privately held consumer business

Related capabilities

Engagements rarely live alone.