The L2M Operational Leadership Diagnostic

Leaders communicate a consistent direction and translate priorities into clear expectations.

People understand how their work contributes to the organisation's operational goals.

Responsibilities and decision rights are clear across roles and departments.

Missed commitments are addressed constructively and consistently.

People can raise concerns, mistakes and emerging risks without fear of blame or humiliation.

Leaders invite challenge and respond with curiosity before judgement.

Standard operating procedures reflect how work should actually be performed.

Teams understand, use and improve standards rather than treating them as paperwork.

Daily and weekly meetings focus attention on the right measures, risks and actions.

Escalation routes are clear and issues move quickly to the level able to resolve them.

Departments solve end-to-end problems together rather than protecting local priorities.

Handovers between functions are clear, timely and reliably followed.

Leaders recognise how their emotions and behaviour affect judgement, trust and performance.

Difficult conversations are handled with clarity, empathy and appropriate challenge.

Improvement actions have clear measures, owners and review points.

New ways of working are reinforced until they become normal practice.