The Problem
Promotion and succession decisions are among the most consequential things an organization does. A leader placed incorrectly — or not given the role they were ready for — has compounding costs that extend well beyond that individual.
Yet most organizations make these decisions with limited, one-dimensional information. Performance reviews capture what a manager observed. Interviews capture how someone presents. Neither captures how a leader is experienced by peers, direct reports, and cross-functional partners — which is often what determines whether they succeed in a bigger role.
The result is a familiar set of failure modes:
Promotion and succession decisions shaped by one manager's view and last quarter's performance — not by how that leader is experienced across the organization, consistently over time.
HiPo programs that track potential without grounding it in how that person actually leads.
Blind spots that multi-perspective feedback would have surfaced.
Talent reviews conducted without a shared language across candidates — making calibration conversations harder than they need to be.
What Interval 360 Reveals
Interval 360 assesses both performance against expectations and how leadership is experienced by others. Combined, they give decision-makers a complete picture — not just what a leader delivers, but whether they can lead at the next level.
The "What" — Results
Assesses delivery against goals, ownership of outcomes, quality of decisions, and execution under pressure — the core performance signal relevant to promotion and succession readiness.
The "How" — Leadership Experience
Assesses how peers, direct reports, and cross-functional partners experience them — communication, trust, accountability, and team development. The signal that predicts whether a strong individual contributor will succeed in a bigger role.
When to Use It
Interval 360 is not a replacement for all talent assessment. It is the tool you use when you need structured multi-perspective feedback and do not have the time or budget for a full assessment center.
Get multi-perspective signal before a promotion decision — not just the hiring manager's view.
Assess which leaders on your succession list are ready now vs. who needs a development investment before they step up.
Confirm that people on your high-potential list are actually experienced as leaders — not just high-performing individual contributors.
Give HR and business leaders a shared evidence base to compare candidates against before a talent review conversation.
Validate that a leadership transition is landing well — or surface issues early while there is still time to address them.
Talk to us about how Interval 360 fits into your promotion and succession process.