How to read this example. Filters explore a prepared synthetic snapshot. Recommendations, targets and timings are proposals to review, not measured outcomes or included delivery commitments. Self and manager ratings are assessment perspectives; access and visibility are agreed for each engagement.
The model
Six dimensions of leadership the house has agreed matter for a Market Director. Each leader rated themselves; their line manager (Regional President) rated them; their direct reports rated them anonymously. Every score keeps its reasoning in the workspace.
Puts the client's experience above the quarter; knows the top clients personally.
Protects the codes of the house in every decision, especially the commercial ones.
Reads the P&L, the sell-out and the stock, and acts before the month closes.
Grows boutique managers, gives hard feedback early, keeps talent from leaving.
Runs the market like a system: inventory, compliance, cost, cadence.
Moves the market when the model changes: digital, clienteling, new formats.
Key results at a glance
Three decisions this analysis puts on the table
Computed from the leaders in view. Each one names an owner and a 90-day test.
How the house sees its leaders, three ways
Who sees themselves clearly
Self score minus line manager score, averaged across the six dimensions. The marker shows where the team lands against the manager. A leader whose team rates them above their manager is often under-recognised; one whose team rates them well below is a risk the manager cannot see from headquarters.
Market by market
Scores by dimension in the lens selected above. Sorted by composite. Flagship markets carry a star.
Performance and potential
Performance is last year's result against plan, as rated by the Regional President. Potential is the manager's judgement of readiness for a larger role, informed by the six-dimension profile and the team's view.
Bench depth: who is behind each Market Director
For every market, the readiness of the best internal successor named by the Regional President. A flagship market without a successor is the single most expensive gap in the house.
One leader, one page
What each Market Director receives in their own debrief. This sample uses synthetic individual profiles. EVA and Customer Success configure role-based access for each client and use case. Employees, managers, HR and other authorised viewers can see individual assessments and aggregate analyses according to the agreed permissions.
From the analysis to the decisions
Calibrate
- Regional Presidents calibrate the six profiles against each other in one session.
- Every leader with a gap above 0.4 gets the manager and team view in a private debrief.
- Successor names confirmed for every flagship market.
Decide
- Executive Committee reviews the nine-box and the bench; three moves agreed in the room.
- Development plans written for the change-agility and people-leadership gaps, with the leader in the room.
- External search opened only where no internal successor exists.
Act
- Announce the first mobility and the first promotion; nothing signals seriousness faster.
- Boutique managers of the flagged markets enter the same conversation, so the bench is measured, not assumed.
- Re-run the team view in six months; that is the score that moves first.