Executive Briefing · Leadership
The capability gap is often a leadership gap
Underperformance is rarely a competence problem alone. What changes when organisations measure the right thing.
When a function underdelivers, the first instinct is often to commission training for the team. In our experience the constraint sits one level up: objectives that were never made specific, feedback that was never given, and decisions that were never delegated.
A capability diagnosis that stops at the individual will always recommend a course. A diagnosis that examines how work is set, reviewed and rewarded frequently recommends something else entirely — and costs less to implement.
Before commissioning a programme, ask three questions: what is the performance outcome we want to change, what behaviour would have to change to produce it, and who currently controls whether that behaviour is possible?