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Hi Preview,
Here are your Manager Reality Index results.
Your score
51 / 100
Runs on Heroes
You have people carrying this personally.
Your good managers are good on their own. Nothing behind them makes the next one good.
Your greatest growth opportunity right now is The Development Engine. Focusing there first tends to create the most momentum across the rest of your leadership.
Your four pillars
| The Promotion Reality |
15 / 25 |
| The First 90 |
18 / 25 |
| The Development Engine |
8 / 25 |
| The Capacity Gap |
11 / 25 |
What we noticed
What you're calling a system is a schedule
You described development as a program people go through once, but nothing reinforces it afterward.
Three moves to stop the patchwork.
1. List every leadership development thing currently running. Then retire most of it.
All of it. Trainings, book clubs, coaching, mentor programs, offsites. Most companies find 8–12 things. Pick the 3 that actually move the needle. Retire the rest. Less, better.
2. Define what "good" looks like for a new manager at 90 days. One page. Share it widely.
Nobody hits a target they can't see. Most companies skip this because it feels obvious. It isn't. Without it, every manager is grading themselves on a different rubric.
3. Find your highest-rated manager. Ask them to write down what they actually do.
One page. That's your bench-strength playbook draft. Now you have something concrete to teach from instead of guessing what "good" looks like.
It works. What it won't do is build the operating system that makes the gains compound across cohorts and quarters. That's the next layer, and that's where a partner earns the work.
The number to take upstairs
Here's the logic — every step is yours to check. This isn't a quote and it isn't a scare number.
| People reporting to a manager | 180 |
| …who leave voluntarily each year (at 15%) | 27 |
| …that Gallup says were preventable (52%) | 14 |
| Replacement cost each, at Gallup's floor | $40,000 |
$62,400 a year
That's the conservative end — Gallup's floor of half a year's salary per departure. At the top of their published range (2× salary) it's $249,600 a year.
Argue with this number — that's what it's for. Every input is on the table, and your real turnover and salary are the biggest levers. We used the floor on purpose: a figure your CFO can't wave off is worth more than a big one.
Unleashing Leadership.
Unleashing Leadership
Get your new manager engine running on a real foundation — the 6 essential skills, online, expert-facilitated — then layer in the ongoing engine: quarterly intake, custom plan, 50+ topics. We run leadership development for you. Zero added work for your team.
Show me the fastest path to a system that compounds. Book a call with our team. We'll show you how to get from where you are to a real system — without adding to your team's plate. |