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Your diagnosis

RUNS ON HEROES

Your good managers are good on their own. Nothing behind them makes the next one good.

50 out of 100

A score alone doesn't prove anything — so here's the case, in four parts: the proof, the cause, the cost, and what to do about it.

The part a score can't tell you

What your answers gave away

We look for pairs of answers that can't both be true. Here's the one we found in yours.

Finding 1
They're underwater and there's nobody to tell
You said the honest answer is time — they're still carrying a lot of their old work on top of the new job. You also said their first three months has no real structure behind it. Those two compound in a specific and predictable way. A new manager who never got permission to put the old job down will protect the old job, because that's the work they know they're good at. Their team gets whatever's left. Nobody complains, because on paper the output is still there. Of everything in this report, this is the one with a clock on it.
Pillar: The First 90

Those findings didn't come from nowhere. They trace back to four systems — here's which ones are actually carrying the weight, and which one to fix first.

Where you stand

Your four pillars

The Promotion Reality
13/25
Are people prepared for management — or just promoted?
The First 90
13/25
What infrastructure do new managers walk into in their first quarter?
The Development Engine
13/25
Is development a system that runs — or events you hope stick?
Weakest
The Capacity Gap
11/25
Does anyone actually own and run leadership development?
Your biggest lever

The Capacity Gap

Leadership development only works when someone actually owns and runs it. Until there's dedicated capacity, every other improvement stalls. Closing this gap is what makes the whole system sustainable.

Why this isn't on you

You have people carrying this personally.

You're doing more than most. A training here, an onboarding doc there, a manager who happens to be excellent at coaching her team. But it's held together by specific people rather than by anything structural, and it works exactly as well as those people are having a good quarter.

The cost shows up as a pattern: the same struggles with different names attached, learning that doesn't stick, development that drifts the moment priorities shift. You're working hard and none of it compounds. And when one of your heroes leaves, their part of the system leaves with them.

The impact

The number to take upstairs

This isn't a quote and it isn't a scare number. Here's the logic: some of your people will leave this year by choice. Gallup finds about half of them could have been kept. How much of that half traces back to their manager depends on how well your managers are actually supported — which is the thing you just scored. Multiply that by what it costs to replace someone, and you have a number.

Every step is in the table below, and two of the inputs are yours to change. A number your CFO can audit is worth more than one they have to take on faith.

$186K a year

That's the conservative end. At the top of Gallup's published range it's $745K. Your average team size is 5.3 people per manager.

People who report to a managerYour headcount minus your managers. These are the people whose experience your managers shape.210 of 250
…who leave voluntarily each yearAt 13% annual voluntary turnover — a US all-industry working figure. Put your real one in below.27
…that were preventableGallup: 52% of departing employees say their company could have prevented their exit.14
…that trace to manager capability35% of the preventable group, based on where you scored. This one is our assumption, not Gallup's.5
Cost to replace one of themGallup puts replacement at 0.5–2× annual salary. This uses the floor, on an average salary of $75,000.$37,500
Estimated annual cost of the manager gap$186,323
These two are our defaults. Yours are better — change them and everything above updates.
$
Not your managers. The people who'd need replacing.
%
People who chose to leave. Not layoffs or terminations.
Argue with this number. That's what it's for. Every input is on the table above, and two of them are yours to change. Right now it's using a generic 13% turnover rate — you know your real one, and it's the single biggest lever here. We used Gallup's floor for replacement cost on purpose: a number your CFO can't wave off is worth more than a big one.
Immediate actions

Three moves to stop the patchwork.

You don't need us to start. Here are the three moves that create the most breathing room.

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.
Your recommended path

Unleashing Leadership.

Unleashing Leadership
Custom ongoing leadership development, built around what your report just showed. Quarterly intake, a plan drawn from 100+ topics, monthly cohorts, expert-facilitated. We build it, we run it, we reinforce it. Your team's involvement is deciding what good looks like — not delivering it.
The next step

Let's talk about what we'd actually do.

30 minutes. We walk through your findings, talk about your business, and tell you what we would do if we were you. If that turns out to be nothing, we will say so.

Book a 30-min callLearn more
No pitch. No pressure.
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