Assessment Centres are widely used by organisations as a means of identifying and developing leadership talent, however, their methodology has remained relatively unchanged since they were first developed some 40 years ago. Fundamentally, they still rely on an expert and external model of assessment that involves assessors recording behavioural observations and reaching unilateral judgements on an individual's performance and potential. When organisational environments were more predictable and characterised by relatively slow rates of change, this approach was adequate - and arguably very successful. However, we do not believe that they are as effective in the environment faced by organisations today: characterised by continuous variation and complex, ambiguous and evolving situations where leaders have to respond to events they cannot control or predict and where there are no obvious right or wrong answers. The latter requires leaders who are able to reflect on and revise their mental models, set personal goals and design choices for action for themselves - to create change as well as respond to it. These are essentially skills of self-assessment and real time learning - neither of which are supported or measured by traditional assessment centre methodology.

For this reason we have pioneered a new process known as Talent and Learning centres. Whilst these share superficial similarities with traditional assessment centre approaches they are in practice a radical departure, achieved by shifting the emphasis to self assessment supported by peer feedback and observers acting as learning coaches rather than assessors. As a result they are a more powerful way of integrating assessment and development processes than can be achieved through more traditional assessment centre models.

Step 1: Defining The Leadership Requirements
We begin by working with our clients to establish their strategic themes and business drivers and translate these into leadership requirements against which individuals can be benchmarked. We have our own diagnostic tools for this process and also have developed our own "three cluster" model of leadership effectiveness. Alternatively, we can use any framework developed independently by the client.

Step 2: Individual Diagnostics
This involves collecting information about the individual using a range of highly effective and leading edge diagnostic tools. If required we can also construct a 360-degree feedback process and incorporate other data such as performance information.

We focus particularly on measuring how leaders typically tackle unfamiliar problems, novel situations and cope with complexity, using the CPP, a newly developed computer based assessment tool. This enables us to map their cognitive processes and so predict current effectiveness and future potential in different types of role.

The results are discussed in full with the individual and a report produced highlighting strengths and development needs in the context of the leadership imperatives. Integral to the process is a discussion with the client and the individual to identify how best to deploy their talents.

Step 3: Talent and Learning Centres
The centres build on the individual diagnostic process, which can take place prior to or be built into the centre. They consist of three to five days of exercises and working sessions, all designed to replicate the challenges faced by senior management life. After each exercise participants review and assess their own performance and learning and receive feedback and support from fellow participants and coaches. At various points participants have one to one discussions with a coach who helps to integrate their learning into an assessment of current capability and future potential against the leadership requirements.