A process for assessing capability that generates commitment, trust and enthusiasm rather than fear and cynicism.
	A powerful platform for integrating assessment and development processes and for developing organisational learning capability and the capacity for ongoing change.
	A method for enhancing performance by deepening understanding, self-awareness and capacity to learn.
	Groups of peers learning together through mutual feedback, support and coaching.

Accurate assessment of performance and potential is a key part of any succession, development and retention strategy. Whilst methods to train and develop leaders have evolved, methods to assess performance and potential still revolve around an expert model: someone who 'knows better' - whether line manager, HR consultant, or trained psychologist - dispensing unilateral judgements with regard to our performance and potential. For stable environments, where expertise and wisdom can accumulate with time, this approach has its advantages. For the most part however, the business environment is anything but stable, continuous variation and novelty is the routine. This means that leaders have to respond to events they cannot predict - to take action without knowing in advance what to do or how to do it.

In this world of work learning to learn together is a source of competitive advantage. Self-managed assessment provides a solid foundation for learning to learn together. In action, the process is a set of conversations where, having rated themselves in terms of an agreed capability framework, people test out their ratings in the company of peers, line managers and relevant others, taking comments and challenges into account. The result is a robust, publicly tested, measure of performance and potential. The outcome of this is a community of leaders who are able to reflect on and revise their mental models, set personal goals and design appropriate courses of action -leaders who can create change as well as respond to it.