When organizations use an assessment that is grounded in a development model, they foster a culture of continuous improvement — one where growth, learning, and accountability are shared values and expectations. Assessments — such as for behavioral/personality style and leadership or team effectiveness — focus on observable behaviors rather than personal character or intent. This objective approach reduces defensiveness, builds psychological safety, and makes feedback easier to understand and act on.  It's also my experience that leaders WANT to do their best, but just don't know how.

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Because people in general are often unaware of how their behavior is experienced by others, assessments play a critical role in building leader self-awareness. They help leaders understand their natural tendencies — such as communication and conflict styles, decision-making approaches, and pace — while also highlighting blind spots and typical responses to stress. This awareness allows leaders to see the impact of their behavior and buy into the benefits of intentional change.

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Assessment models also create a shared language across teams and organizations, making regular, development-oriented conversations easier and more embedded in everyday work. When combined with constructive feedback and descriptions of the effective behaviors (e.g., key behavioral competencies), assessments help align expectations and enable leaders to: