Short answer
Identify manager capability gaps by combining business priorities, recurring people problems and direct evidence of behaviour. Interview stakeholders, review available data, observe critical management moments and separate skill gaps from unclear systems, incentives or role design.
Start with performance friction
Look for repeated delays, escalations, rework, avoidable conflict, weak accountability or talent loss that management behaviour may influence.
Triangulate the evidence
Use several sources: leader interviews, employee feedback, business data, manager self-assessment and observation. No single survey tells the full story.
Separate capability from context
A manager may know what to do but lack authority, information, time or support. Training should not be used to cover a structural problem.
Prioritise by value and frequency
Develop the few behaviours that occur often and matter most to business and people outcomes.
Practical checklist
Priority business outcomes
Recurring people friction
Multiple evidence sources
Observable behaviours
Structural blockers
Prioritised capability gaps
Frequently asked questions
01Should managers self-assess?
Yes, but combine self-assessment with other evidence. Confidence and capability are not always the same.
02Is an engagement survey enough?
It can reveal patterns, but follow-up conversations and behavioural evidence are needed to understand causes.
03How many gaps should be addressed first?
Prioritise a small number with high business relevance and enough opportunity for managers to practise.
Apply it to your organisation
Turn the idea into a capability plan.
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