Experienced business psychologists, Kiddy & Partners work with senior leaders in large and complex organisations. We define what leadership capabilities organisations need, assess leaders against these capabilities, and deliver ambitious acceleration programmes to fast-track leaders’ development.
If you want your business to thrive and not just survive, it all comes down to how you assess, accelerate and appoint the right leaders needed for your tomorrow. Find out how we assess and accelerate the right leaders for your tomorrow:
Heads of talent & learning tell us why talent pipelines aren’t delivering:
- Senior managers will not take the risk on appointing internal talent
- Development plans are left in a drawer or forgotten and are not actioned
- ‘Ready later’ succession candidates never move to ‘ready now’
- Development programmes fail to demand or measure improvement
- Talent is assessed infrequently, usually when one-off decisions are needed
- They struggle to demonstrate return on investment to their stakeholders
But if we strip it all back, what’s wrong?
Our solution
How we assess and accelerate the right leaders for your tomorrow
Phase 1: Activate
- Through innovative techniques we build and sustain your talent’s commitment to their personal journey
Phase 2: Assess
- We identify objectively who will develop furthest and fastest and how this can be accelerated
Phase 3: Assign
- We work with you to identify the right stretch experiences that will move individuals rapidly along the talent pipeline and become ‘ready now’ successors
Phase 4: Accelerate
- We provide the tools and support to enable people to extract the maximum learning from both their day jobs and stretch experiences
Phase 5: Appoint
- We enable your talent to onboard new stretching roles confidently, supporting their successful transition
The organisations we’ve helped
We’ve helped unblock the talent pipelines of these leading organisations. For each we’ve tailored our approach to their context and priorities, delivering highly successful programmes both in person and virtually.
Functional talent: BAE Systems
Their problem: Did they have the bench strength needed to win business in an increasingly competitive marketplace?
Our solution: We developed and ran development centres simulating the future business and personal capabilities required. Our assessments gave individuals insight into their strengths and development priorities, as well as providing actionable insight for the functional leadership team.
Senior leaders: SAB Miller
Their problem: How would they enable their Country MDs to embrace the shifts in mindset and behaviour required for their new operating model to succeed?
Our solution: Using one of our benchmarked business simulations we enabled their MDs to experience and get feedback on how they would need to operate in an organisation requiring more collaborative, consumer centric behaviours.
Mid-level leaders: Philip Morris International
Their problem: Faced with the transformation of their entire business, which of their leaders were willing and able to lead that change?
Our solution: We aligned our approach to Philip Morris’s transformational attributes, and ran half-day developmental leadership assessments to activate and accelerate their leader’s development.
Emerging talent: Aberdeen Standard
Their problem: How would they develop their emerging talent as leaders of change rather than pure technical specialists?
Our solution: We designed a global programme to equip their emerging leaders with the leadership and management skills required to accelerate their contribution to business growth.
Talent acquisition: Britvic
Their problem: Needing to bring new senior talent in, who could they safely appoint with the capability to transform the organisation while fitting Britvic’s culture?
Our solution: Our experienced psychologists carried out deep dive interviews to assess whether the individuals had the critical leadership capabilities and personal qualities to be successful in Britvic.
Leadership potential: HSBC
Their problem: Which of their senior leaders really had the potential to succeed as a senior international manager?
Our solution: We carried out comprehensive assessments of leadership capability and potential, using behavioural observation, a deep dive interview and psychometric assessment.
