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The Matrix provides a snapshot of perceived capability levels, psychometric testing and 360-degree feedback can provide additional depth and context with reduced individual bias.

Psychometric assessments can help identify behavioural preferences, personality traits and leadership tendencies that may influence performance. Meanwhile, 360-degree feedback gathers perspectives from managers, peers and direct reports, providing a more comprehensive view of how leadership behaviours are experienced by others.

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Stakeholder management appears to be the weakest capability across the leadership team, with several leaders receiving relatively low scores. Effective stakeholder management is critical in a rapidly growing organisation because it supports collaboration, alignment and the successful delivery of strategic initiatives.

Weak stakeholder management may contribute to misalignments. As the organisation grows, these issues could delay product launches and negatively impact customer and employee experiences.

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The board should prioritise leadership development in adaptability, stakeholder management and emotional intelligence, particularly for leaders with lower scores in these areas. Targeted coaching, mentoring and professional development could help address identified capability gaps.

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The leadership team demonstrates strong capability overall in strategic thinking, communication and decision-making, with the CEO showing consistently high capability across all areas.

The most significant collective weakness is stakeholder management. Individually, the CTO's low scores in communication and stakeholder management, together with the COO's low emotional intelligence score, stand out. Given the company's communication breakdowns and slow decision-making during product launches, despite the team's overall strong communication and decision-making scores may indicate that the CTO is having a negative impact here

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I have found being on Boards and in senior groups it depends on how the ratings are done in the first place - are they self-ratings, based on tools such as 360 degree feedback or testing, or other performance metrics. If they are self-rated sometimes the most reflective execs rate themselves lower than how they are experienced. If they are accurate it is about in what context and how complimentary the skill set is across the team.

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If done right - the tools can be highly effective if paired with mentoring and coaching based on the feedback given from both the testing and the 360 degree feedback. Of course the person needs to be open to hearing the feedback and the results and developing an action plan with SMART measures that are woven in.

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Across the team it is stakeholder management which given the complexities around tech product launches is essential to get right with a greater link between comms strengths, adaptability and stakeholder management skills. They are all linked through increasing the EQ of the the team,

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Look at some team development and also targeted areas of focus with each executive. In the team the areas of opportunity around adaptability which is essential in this type of organisation would be that EQ could improve adaptability essential for being tech projects. Would clearly look at focused work on specific areas for the CTO and the COO.

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Some variability to be expected with coverage across the executive group. Strengths in strategic thinking, comms but some issues with comms with the CTO is an issue given product launch issues arising. Areas of development including in EQ and adaptability which is important with a product based company.

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The matrix is static and captures capability at a point in time but does not show behavioural context or consistency over a duration of time. Therefore, it does not show improvement or behaviour under pressure.

Scores may reflect perception rather than actual impact on outcomes.

High scores do not always mean impressive performance or engagement. Leaders may focus on scores instead of real development.

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Psychometric tools and 360 degree feedback add leadership behavioral depth, reduce bias, and reveal leadership impact beyond scores. Together, they provide rich insight into how leaders operate, are perceived, and where targeted development will have the greatest impact.

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Stakeholder management is the weakest capability overall. This can slow decision-making, weaken cross functional alignment, delay product launches, and ultimately constrain sustainable growth in a rapidly scaling technology organisation.

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Invest in targeted executive development, particularly for communication and stakeholder management. Clarify decision-making governance, embed leadership metrics into performance frameworks, and provide the board with regular people risk and leadership capability reporting.

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Strengths include effective communication from HR and Marketing, and reasonable adaptability across leaders. Weaknesses appear inconsistent across the team, with some lower scores in communication, stakeholder management, and emotional intelligence within key operational and technical roles.

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Leadership capabilities are not static. A matrix, even one regularly updated, may struggle to keep pace with rapid changes in leadership expectations or organizational goals.

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Together these provide a useful framework for personal and professional growth, supporting meaningful coaching conversations and informed succession plans.

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Stakeholder management appears to be an area needing improvement. This may affect company growth if stakeholders lose confidence in the company's vision, which could result in reduced support, hesitation to invest, or withdrawal. Insufficient stakeholder management can weaken stakeholder relationships.

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Recommend continuous training in stakeholder management and adaptability, with higher-scoring leaders mentoring those with lower scores.

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Key strengths seem to be communication, strategic thinking and decision making. Weaknesses are adaptability and emotional intelligence.