Beyond instinct: Why leadership assessments matter more than ever
- HRM Asia Newsroom
Not long ago, I was sitting in a debrief with a client who had just completed leadership assessments for her internal succession pipeline. She leaned back, scanned the data before her, and said, “You know, I thought I knew these people. Turns out, I knew what they do—but not their leadership impact.”
After more than 20 years working with organisations on leadership hiring and succession planning, I have heard variations of this sentiment many times. And I am glad the conversation has evolved. We have moved beyond the days of, “We really like this candidate. They just feel right,” or “She’s been here a long time—surely she’s ready for the next step.”
Sometimes, instinct gets it right. But when the stakes are high (whether it is a CEO appointment or a critical transformation role), gut feel alone can be a risky compass.
That is why more organisations are embracing evidence-based leadership assessments—not just to validate experience, but to uncover how a leader thinks, behaves and influences others, particularly under pressure. They are looking beyond the polished CV and interview to understand the deeper drivers of leadership impact. This matters greatly, because as leaders rise in seniority, the ripple effect of their behaviours and mindsets grows exponentially—shaping culture, strategy and performance at scale.
From gut feel to insightful data
In recent years, I have seen a clear shift in how leadership potential is evaluated. Whether hiring externally or planning for internal succession, organisations are embracing structured, multi-layered assessments, including:
- Psychometric profiling to explore personality traits, cognitive styles and motivational drivers
- Behavioural interviews that uncover real-life leadership patterns
- Simulations that replicate complex business scenarios to test judgment, agility and influence
- 360-degree feedback from colleagues, direct reports and stakeholders—sometimes even customers or external partners
This is not about ticking boxes. It is about building a richer, more objective picture of a leader’s potential. It helps organisations make smarter decisions and reduces bias from politics or legacy relationships.
The trait that changes everything: Self-awareness
If there is one trait that consistently separates effective leaders from those who struggle, it is self-awareness. Assessments offer leaders a moment to pause and gain insight into their effectiveness. Self-aware leaders are reflective and coachable. They are open to feedback and willing to adjust, making them more effective and inspiring to work with.
One reason self-awareness is so critical is this: we judge ourselves by our intent, but others judge us by our impact on them. I recall one assessment in which a leader spoke genuinely and passionately about “teaching others and saving them from making the same mistakes I did,” while his team described his leadership style as stifling and as lacking trust in them to try new approaches.
These moments of insight—especially through 360 feedback—are often the beginning of real growth. So how can leaders build self-awareness? Here are a few practical actions I often recommend:
- Seek and embrace feedback regularly – Ask for honest input from colleagues, even those you may not always agree with.
- Practice reflective journaling – Weekly, pause and ask: What went well? What could I have done differently?
- Work with a mentor or coach – A trusted sounding board can reveal patterns you might miss
- Observe emotional triggers – Notice strong reactions and ask: What’s underneath this?
- Inject humility – Growth often requires unlearning. Be willing to acknowledge missteps and embrace discomfort.
Assessments as a launchpad for development
One of the most valuable aspects of leadership assessment is its role as a starting point for growth. Whether assessing internal talent for succession or external candidates, it provides a baseline—clarifying where a leader is today, where they aim to be, and what support will help them thrive, in line with organisational expectations.
For internal leaders, this might mean coaching, stretch assignments or exposure to new challenges. For external hires, it can shape onboarding plans that address gaps and accelerate integration. In both cases, it is about setting leaders up for long-term success.
Crucially, that goal is not to “pass” an assessment. It is to uncover potential, highlight development areas, and build a roadmap for growth. When leaders approach assessments with curiosity, the experience becomes transformational.
Assessments also reveal hidden talent. I have seen internal candidates who were not on the radar shine when given the opportunity to demonstrate their capabilities in a structured, unbiased setting. But it does not stop there. Once identified, these individuals can be supported with targeted development plans that help them grow into future-ready leaders. That is the power of data—it not only levels the playing field but also enables more inclusive and intentional talent development.
Keeping it human in an AI-enabled world
The question we cannot escape is how AI will shape leadership assessment, as we look to the future.
Assessments bring structure and insight, but leadership is—at the end of the day—about people. The best assessments are done with leaders, not to them—creating space for honest conversations, helping leaders see themselves clearly, and guiding fair, future-focused decisions.
After years in this field, I will admit: I have not cracked the code on AI’s full impact. The work keeps evolving, and that is what makes it compelling. Every new tool brings sharper insights—and new questions about what we value and trust.
AI can help by making assessments:
- Faster and scalable – processing complex data quickly
- More consistent – applying criteria uniformly
- Potentially fairer – reducing some assessor/human biases
At the same time, there are risks we must manage:
- Loss of connection – too much automation can make a personal process transactional
- Hidden bias – algorithms can mirror old data and reinforce inequities
- Opacity – leaders deserve clarity on how decisions are made
- Privacy and ethics – safeguarding confidential information and ensuring fairness must never be an afterthought
AI should support, not replace, human judgment. The real value is not in the algorithm or the report—it is in the conversations that follow, where trust is built and reflection begins. The best assessments blend science with instinct, analytics with empathy. As the field evolves, our task is to harness technology wisely while keeping leadership assessment what it has always been at its best—a profoundly human process of discovery and growth.
For leaders, an assessment can be a rare gift: a chance to pause, take stock, and make choices that can unlock their full potential. Technology can help, but it should never overshadow the human connection at the heart of leadership.
About the Author:
Karen Chiew is Head of Leadership Advisory Asia-Pacific at Odgers.
