Annually
Define & locate
Use the Competency Scope Canvas, Self-Assessment, and Gap Analysis to name two or three priority gaps and one mindset shift.
BRITER™ · Working laboratory
BRITER Lab.
A working space for examining leadership evidence, growing readiness, and turning reflection into visible development.
Current succession practice
Who Comes Next.
Start with the future role, then look at two gaps: the skills a person can demonstrate and the mindset shift the larger role requires. Growth is built through opportunity, coaching, reflection, and evidence over time.
Quarterly
Plan & stretch
Set one focus, one developmental move, and one visible milestone in 90 days. The employee authors the plan with coaching and access to opportunity.
Biweekly & at milestones
Coach & reflect
Use the Dialogue Continuum, QuickCoach, CEO™, and one-on-ones. After each milestone, reflect on what changed and adjust the plan from evidence.
Readiness shows up in next-role behavior, honest aspirations, stronger internal candidates, and continuity when a role changes. Development is a commitment; promotion is a separate decision.
Current BRITER practice
Start with the question in front of you.
Use these connected tools to examine identity, conditions, evidence, and the next responsible move.
Identity & shared meaningExplore the wheel, six BRITER forces, and fifteen observable competencies.What Are You Carrying?Reflect on four kinds of weight and how six dimensions show up in leadership.Organizational intelligenceRead the signal at the right altitude before choosing a response.Culture IcebergRead the article and explore what shapes visible behavior beneath the surface.
Concept archive
Dynamic Succession Intelligence
Review the earlier Dynamic Succession Intelligence concept: employee voice, blind evidence review, supervisor context, BRITER competencies, calibration, and a continuing development loop.
Try a leadership case
What are you seeing?
Use the prompts to separate a person’s behavior from the conditions around it. The example changes when you select a case.
A strong director is being called “ready now.”
They deliver results in their current role, but have had little chance to lead through ambiguity or influence across departments.
01 · Observe
What is evidence?
Which behaviors and results demonstrate readiness for the next role? Which claims rest on reputation or one strong outcome?
02 · Examine
What conditions matter?
What opportunities, decision authority, support, and cross-team experience has the organization actually provided?
03 · Reflect
Whose voice is missing?
Ask the director about aspiration and capacity. Compare perspectives from people who have seen their leadership in different settings.
A better next move
Design a bounded stretch assignment with coaching and clear evidence of progress. Revisit readiness after the experience instead of treating the label as a promise.