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One team member. Four pillars. One honest conversation. A practical framework for managers deciding who's ready for the next role, what to look for, what to assign, and how to have the conversation when it's time. Built on the same Leadership Readiness Map™ behind the Diagnostic, Report, and Development Guide.
You already see it every day; how they handle ambiguity, whether they own outcomes or hand them back, how they treat people with less power than them. What you don't have is language for it. This is for managers who have someone asking about promotion, or a promotion decision to make, and don't want "strong performer" to be the whole rationale.
The Four Pillars, translated for managers. Identity, Responsibility, Judgment, People Impact, the same framework your team member would see in the Diagnostic, reframed around what you can observe.
Signals of readiness and common derailers, per pillar. Concrete behavior to watch for over weeks, not a single meeting.
Stretch work to assign, deliberately. Real tasks, an ownerless problem, a time-boxed ambiguous decision, a mentoring relationship, built to test and build each pillar, not busywork.
Coaching questions for your 1:1s. Built to grow their self-awareness, not just sharpen your assessment of them.
A framework for the Readiness Conversation itself. How to say "ready," "not yet," or "proceed with caution" and mean something specific by it.
A one-page quick reference. Signals and stretch work for all four pillars, side by side, built to keep open during 1:1s and performance conversations.
This is the part most manager toolkits skip. Here's what you leave with:
You can name it, pillar by pillar. Not "they're ready" or "they're not" which of the four is solid, and which specifically needs more time.
You've watched them handle something real. A stretch assignment you chose on purpose, debriefed on purpose not a guess based on how they present in meetings.
You have three honest answers, not two. Leadership Ready, Readiness in Development, or Proceed with Caution each with a reason attached, instead of a yes/no that either oversells or stalls someone unfairly.
If they're not ready yet, they don't leave empty-handed. One or two concrete stretch assignments tied to the specific pillar that needs work not "keep growing" with no shape to it.
You can defend the call. Behavior-based language ("stepped into that ownerless project and drove it to resolution") instead of potential-based language ("I think you'd be great") the difference when someone asks you why.
You're already watching for this. This guide just gives you the language to turn what you're observing into a decision you can stand behind and a conversation that actually helps them get there.
One team member. Four pillars. One honest conversation. A practical framework for managers deciding who's ready for the next role, what to look for, what to assign, and how to have the conversation when it's time. Built on the same Leadership Readiness Map™ behind the Diagnostic, Report, and Development Guide.
You already see it every day; how they handle ambiguity, whether they own outcomes or hand them back, how they treat people with less power than them. What you don't have is language for it. This is for managers who have someone asking about promotion, or a promotion decision to make, and don't want "strong performer" to be the whole rationale.
The Four Pillars, translated for managers. Identity, Responsibility, Judgment, People Impact, the same framework your team member would see in the Diagnostic, reframed around what you can observe.
Signals of readiness and common derailers, per pillar. Concrete behavior to watch for over weeks, not a single meeting.
Stretch work to assign, deliberately. Real tasks, an ownerless problem, a time-boxed ambiguous decision, a mentoring relationship, built to test and build each pillar, not busywork.
Coaching questions for your 1:1s. Built to grow their self-awareness, not just sharpen your assessment of them.
A framework for the Readiness Conversation itself. How to say "ready," "not yet," or "proceed with caution" and mean something specific by it.
A one-page quick reference. Signals and stretch work for all four pillars, side by side, built to keep open during 1:1s and performance conversations.
This is the part most manager toolkits skip. Here's what you leave with:
You can name it, pillar by pillar. Not "they're ready" or "they're not" which of the four is solid, and which specifically needs more time.
You've watched them handle something real. A stretch assignment you chose on purpose, debriefed on purpose not a guess based on how they present in meetings.
You have three honest answers, not two. Leadership Ready, Readiness in Development, or Proceed with Caution each with a reason attached, instead of a yes/no that either oversells or stalls someone unfairly.
If they're not ready yet, they don't leave empty-handed. One or two concrete stretch assignments tied to the specific pillar that needs work not "keep growing" with no shape to it.
You can defend the call. Behavior-based language ("stepped into that ownerless project and drove it to resolution") instead of potential-based language ("I think you'd be great") the difference when someone asks you why.
You're already watching for this. This guide just gives you the language to turn what you're observing into a decision you can stand behind and a conversation that actually helps them get there.