What we do
Who is ready now, who is ready in two years, and who is not on this path — assessed against the roles your plan requires rather than the roles people hold today.
Every engagement starts from the same question: which assessment design does this role actually call for? The four designs, and how we choose →
How this is different
A readiness assessment against the current role tells you who is performing. A readiness assessment against the role the plan requires tells you something far more useful, and frequently produces a different answer.
Everyone assessed still works here on Monday. That single constraint shapes the entire engagement: how findings are phrased, what goes to the sponsor, what goes to the individual, and what is said out loud in the calibration session. Most assessments fail this test and end up in a drawer.
In the absence of evidence, organizations promote the people they see most and the people who have been there longest. Neither correlates particularly well with performance in a larger role. Introducing evidence is most of the value here.
We do not recommend terminations and we will not produce documentation designed to support one. If that is what is needed, what is needed is employment counsel, not an assessor — and conflating the two compromises both.
What you receive
Who engages us for this: Boards planning CEO or executive succession · Sponsors assessing a portfolio management team mid-hold · Organizations ahead of a growth phase that changes what leadership requires · Acquirers comparing two benches against one standard
Investment
| Item | Standard |
|---|---|
| Per leader assessed | $6,500 |
| Minimum engagement | Five leaders |
| Duration | Six weeks |
Fixed before work begins and unchanged by the findings. Individual feedback sessions are included rather than billed as an extra, because an assessment nobody is told the result of is worth very little.
A readiness judgment is a judgment about a future role under assumptions about that role. Change the plan and the map changes with it; we will say so rather than let an old assessment harden into a fact about a person. Nor does a bench review tell you who to promote. It tells you what the evidence supports, which is a different and more honest thing.
Industries
The method does not change between sectors. What we look for, and who we call to check it, does — and that is the part that requires knowing the industry.
Start a conversation
Twenty minutes. I will tell you honestly whether this is work I should be doing and what I would do differently. If it is not a fit, I will say so and point you somewhere better.
jj@celersilens.com 704-740-2099
