Triple Intelligence Leadership

Leaders who know where to grow.

Each leader sees how they make decisions, look after their people and build support, with practical resources for each statement. HR sees the strength of leadership across the business.

How it works

Each leader's strengths, and the next step.

01
Each leader answers about how they lead
Statements on how they lead, then reflections in their own words.
LeadTriple Intelligence Leadership10 of 17
Emotional Intelligence
I understand how to manage underperforming people
012345678910
Strongly disagreeStrongly agree
LeadTriple Intelligence Leadership9 of 17
Emotional Intelligence
I understand how a broad range of personalities are motivated at work
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Strongly disagreeStrongly agree
02
They see how they lead
Rational, emotional and social intelligence, with the strongest and the one with most room.
03
They grow where it counts
Foundations and Masterclass tips for each statement, starting with their lowest.
Emotional Intelligence, question 5 of 5I understand how to manage underperforming peopleYour score4/ 10
Why this mattersFoundationsMasterclass
Underperforming team members can reduce the reputation, productivity, and morale of the broader team. Avoiding performance conversations harms team culture. Effective leaders act early on underperformance, stay constructive, and uphold high standards.
01
Focus on observable behaviours. Identify behaviours not perceived character flaws that you want them to improve. Be clear how and when you want the change.
02
Discuss reasons. Ask your team member to explain their behaviours. Even if they're defensive, you can explore together how they could improve. The issues could include task overload, insufficient skills, or lack of enjoyment. Ask how you can help.
03
Limit biases. We limit recency bias by considering the person's earlier performance. We limit confirmation bias by seeking disconfirming evidence and a range of opinions. Committing to being fair is a mindset that reduces biases.
04
Don't be a rescuer. A leader's role is to support and coach an underperforming team member. It's not your responsibility to rescue someone who doesn't have the motivation or skills for the job. The team benefits by all members being a good fit.
Emotional Intelligence, question 5 of 5I understand how to manage underperforming peopleYour score4/ 10
Why this mattersFoundationsMasterclass
Underperforming team members can reduce the reputation, productivity, and morale of the broader team. Avoiding performance conversations harms team culture. Effective leaders act early on underperformance, stay constructive, and uphold high standards.
01
Focus on observable behaviours. Identify behaviours not perceived character flaws that you want them to improve. Be clear how and when you want the change.
02
Discuss reasons. Ask your team member to explain their behaviours. Even if they're defensive, you can explore together how they could improve. The issues could include task overload, insufficient skills, or lack of enjoyment. Ask how you can help.
03
Limit biases. We limit recency bias by considering the person's earlier performance. We limit confirmation bias by seeking disconfirming evidence and a range of opinions. Committing to being fair is a mindset that reduces biases.
04
Don't be a rescuer. A leader's role is to support and coach an underperforming team member. It's not your responsibility to rescue someone who doesn't have the motivation or skills for the job. The team benefits by all members being a good fit.
Emotional Intelligence, question 5 of 5I understand how to manage underperforming peopleYour score4/ 10
Why this mattersFoundationsMasterclass
Underperforming team members can reduce the reputation, productivity, and morale of the broader team. Avoiding performance conversations harms team culture. Effective leaders act early on underperformance, stay constructive, and uphold high standards.
01
Focus on observable behaviours. Identify behaviours not perceived character flaws that you want them to improve. Be clear how and when you want the change.
02
Discuss reasons. Ask your team member to explain their behaviours. Even if they're defensive, you can explore together how they could improve. The issues could include task overload, insufficient skills, or lack of enjoyment. Ask how you can help.
03
Limit biases. We limit recency bias by considering the person's earlier performance. We limit confirmation bias by seeking disconfirming evidence and a range of opinions. Committing to being fair is a mindset that reduces biases.
04
Don't be a rescuer. A leader's role is to support and coach an underperforming team member. It's not your responsibility to rescue someone who doesn't have the motivation or skills for the job. The team benefits by all members being a good fit.
04
You see leadership across the business
Cohort averages for HR, so development goes where it will pay off.

What you learn

How each leader leads.

Three intelligences that predict excellent leadership, shown here as one cohort's averages.

Rational Intelligence
How well a leader thinks things through, makes strategic decisions and hires.
Know who to trust with the big calls.
7.0 / 10
Emotional Intelligence
How a leader builds trust, shows care and handles underperformance.
See who needs support with the hard conversations.
7.2 / 10
Social Intelligence
How a leader builds a winning culture, leads change and connects people to allies.
Find the leaders ready to take on change.
7.4 / 10