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leadership-development-diagnostic

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Use this skill when a CEO, CRO, sales leader, board, or investor needs an honest, evidence-based read on a leader and a plan that changes behavior. It checks the system before the person, measures where the leader's time actually goes against their stage, combines 360, direct observation, and a live practice test, delivers the diagnostic in a way the leader can hear, and ends in a readiness verdict and a 90-day sprint. Use it for "leadership assessment", "360 review", "development plan for my VP", "I am the bottleneck", "new manager struggling", "promoted to manager of managers", "is this leader ready for the next stage", or "should we promote, develop, or replace this leader".

skills/jason-mesiarik/leadership-development-diagnostic/SKILL.md

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Applies to any leader with at least 30 days in role. Produces a one-page brief with a readiness verdict, one headline priority, and a 90-day sprint.

**The doctrine:** do not fix the leader's lowest score. Find the behavior change that most improves the leader's ability to create results through the system they now lead. Develop one thing at a time, anchored in what the leader wants for themselves, measured by the people around them and by results. The ultimate measure is not how much better the leader performs. It is how much better the system performs because the leader developed everyone around them.

## The sequence

1. **Set purpose and stage.** Development, transition, readiness, or new-leader baseline. Place the leader on the stage ladder and name the transition they face. Read `references/stage-and-time.md`.
2. **Anchor in the leader's goal.** Ask "Project forward 18 to 24 months. What is going to be different in your life?" then "What are you doing today to achieve that goal?" Let the leader choose how personal to make the answer. Then the learning question: "What is the most important thing you have changed about how you lead in the last year, and what triggered it?"
3. **Rule out the system.** Check information, resources, and incentives before assessing the person. Read `references/evidence-and-analysis.md`.
4. **Gather four kinds of evidence.** Time allocation from 4 to 6 weeks of calendar data, a 360, direct observation in real meetings, and a feedback-and-repeat practice test. Read `references/stage-and-time.md`.
5. **Analyze.** Score every competency in situation, behavior, impact form. Read the 360 for blind spots, hidden strengths, overuse, distributions, and derailers under pressure. Compute the gap between actual time allocation and the stage standard. Read `references/evidence-and-analysis.md`.
6. **Type and choose.** Answer four questions: what stage does the role require, at what stage is the leader actually operating, what is blocking the transition (skill, mindset, motivation, environment, or opportunity), and what single change would most increase leverage. Separate can they from will they. Choose the headline gap by leverage, not by lowest score, and link it to the leader's own goal. Read `references/barriers-and-readiness.md`.
7. **Deliver it.** Open with purpose, evidence, and agency. Let the leader read first. When they disagree, diagnose whether the dispute is about the data, the interpretation, or the priority. Read `references/delivery-and-sprint.md`.
8. **Run the sprint.** A sponsor agreement with the leader's manager, 13 weeks of experiments, and activity, leading, and outcome criteria written on day 1. Read `references/delivery-and-sprint.md`.
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