Opening · 8:30 to 9:00Plenary and pairs
Welcome and framing
Set a warm, candid tone, and establish that choosing people leaders is a discipline to learn, not a verdict on anyone.
Best boss, worst boss15 min
Solo · 2Pairs · 6Harvest · 7
Leader note. Not one person describes their best or worst boss by how good they were at the actual work. That observation frames the whole day.
Module 1 · 9:00 to 9:45Teach and myth-bust
How we got here
Show why we promote the way we do, so the practice feels like an inherited system to update, not a personal failing to defend.
Myth-bust in four corners12 min
Stand · 4Argue · 6Land it · 2
Leader note. Expect debate on the first myth. Let two or three voices argue it before you bring in the data.
Module 2 · 9:45 to 10:30Teach and table calculation
The cost
Make the cost of poor people leadership concrete, first in behavior, then in dollars, and flip it into the return on getting it right.
Cost the mismatch at your table15 min
Tables · 8Harvest · 4Plenary · 3
Leader note. Frame the numbers as a system cost, not a roster of bad people.
Module 3 · 10:45 to 12:00Teach and three activities
The four capacities
Emotional intelligence, self-awareness and self-regulation, the desire to develop others, and an enterprise outlook. None of them is technical skill.
Name your triggers15 min
Solo · 4Pairs · 8Harvest · 3
Leader note. Activity 3A lands in every room. Never cut it. Then choose 3B for a selection room or 3C for current leaders.
Module 4 · 1:00 to 1:45Teach and reflection
Assessing for capacity
A credible, validated toolkit, and one principle: the candidate self-assesses and reflects first.
Self-assessment reflection15 min
Solo · 5Pairs · 8Harvest · 2
Leader note. An assessment informs a conversation. It never makes the decision.
Module 5 · 1:45 to 2:45Triad role-play
The twelve questions
Practice until participants can hear the difference between an abstract answer and real behavioral evidence.
Triad structured interview40 min
Round · 11Rotate · 3xHarvest · 5
Leader note. The observer role teaches as much as the interviewer role. Do not let triads skip it.
Module 6 · 3:00 to 3:45Teach and gallery walk
Best practices and mindsets
Six practices and four mindset shifts that change how an organization hires, promotes and develops, including a leader who is already struggling.
Redesign the promotion process18 min
Tables · 10Gallery · 8Capture
Leader note. HR leaders own the system changes. Current leaders own the personal shifts. Invite each group to speak to what they control.
Module 7 · 3:45 to 4:25Solo and share
Commitments and 30, 60, 90
Convert the day into specific, owned commitments, so the learning leaves the room and lands in the organization. Close and evaluations at 4:25.
Commit and share25 min
Solo · 10TablesPairs
Leader note. A nudge at thirty days is worth more than anything you add to the day itself.