Management audits are versatile instruments of personnel assessment that provide valuable insights, for example in the context of appointment processes involving internal and/or external candidates.
However, such processes do not determine whether someone is “good” or “bad”.
Nor do they usually offer a simple yes/no answer to the question: “Can this person lead?”
What can a well-designed audit offer?
It provides a differentiated view of a leader’s strengths and development areas.
It offers an (additional) external perspective on potential and performance.
It creates a sound basis for development plans, succession decisions or targeted appointments.
What should be avoided:
– Ignoring organisation-specific circumstances
– Reducing leadership to a checklist with boxes to tick
– Relieving senior management of its decision-making responsibility
Our recommendation:
An audit is not a verdict – it is an additional perspective, an invitation to dialogue. A mirror that brings clarity to those involved. And a catalyst for development.
With the managerberater Business Review, we have developed a distinctive management audit designed for the target-group-specific evaluation of managers with profit and loss responsibility. We have been applying this approach successfully in client projects for over ten years. It is not a crystal ball, but a standardised process that bridges observable managerial action in a specific role with the more psychologically informed dimensions and insights.
Interested?
