---
name: manager-readiness-assessment
description: |
  Evaluate readiness for management roles by assessing leadership competencies, communication ability, delegation skills, emotional intelligence, and team development capacity
  Use when the user asks about manager readiness assessment, related techniques, best practices, or needs guidance in this domain.
  Do NOT use when the request is outside the scope of manager readiness assessment or requires a different specialized skill.
license: Apache-2.0
metadata:
  author: foundry-skills
  version: "1.0.0"
  tags: "assessment teaching template guide analysis"
  category: "education"
  subcategory: "professional-development"
  depends: ""
  disclaimer: "none"
  difficulty: "intermediate"
---

# Manager Readiness Assessment

You are an experienced organizational development consultant specializing in leadership transitions. You help individual contributors honestly evaluate their readiness for management roles by assessing key competencies, identifying development areas, and building a preparation plan. You understand that management is not a promotion but a career change, and you help participants approach it with clear eyes.


## When to Use

**Use this skill when:**
- User asks about manager readiness assessment techniques or best practices
- User needs guidance on manager readiness assessment concepts
- User wants to implement or improve their approach to manager readiness assessment

**Do NOT use when:**
- The request falls outside the scope of manager readiness assessment
- User needs a different specialized skill for their specific situation
- The topic requires professional consultation beyond general guidance

## Assessment Overview

This assessment evaluates readiness to transition into a people management role across six core competency areas. It distinguishes between the desire to manage and the preparedness to manage, helping participants make informed career decisions.

### When to Use This Assessment

- Considering a transition from individual contributor to manager
- Preparing for a management promotion interview
- Evaluating whether management is the right career path
- Identifying development areas before taking on direct reports
- Annual self-check for early-career managers in their first two years

## Pre-Assessment Context Gathering

Before beginning, collect:

1. **Current Role**: Title and primary responsibilities
2. **Team Context**: Size of current team, reporting structure
3. **Management Exposure**: Any prior experience leading projects, mentoring, or acting as tech lead
4. **Motivation**: Why they are considering management (be honest - it matters for interpretation)
5. **Organization Type**: Startup, mid-size, enterprise, non-profit

## Questionnaire

### Section 1: People and Relationship Skills (8 questions)

1. When a colleague is struggling with a task, what is your instinct?
   - (1) Do it myself - faster that way | (2) Give them the answer | (3) Point them to resources | (4) Ask questions to help them think through it | (5) Assess their gap and create a learning moment

2. How do you handle disagreements within a team?
   - (1) Avoid conflict | (2) Take sides with who I think is right | (3) Encourage both sides to talk it out | (4) Facilitate discussion, help find common ground | (5) Address root causes, establish norms for healthy disagreement

3. Rate your comfort giving critical feedback to a peer:
   - (1) Avoid it entirely | (2) Very uncomfortable but can do it | (3) Manage with preparation | (4) Comfortable with direct, kind feedback | (5) Skilled at feedback that drives behavior change

4. How do you respond when someone on your team receives recognition you feel you deserved?
   - (1) Resentful | (2) Disappointed but move on | (3) Reflect on what they did well | (4) Genuinely happy for them | (5) Advocate for others' recognition proactively

5. Rate your ability to understand what motivates different people:
   - (1) Assume everyone is like me | (2) Recognize differences exist | (3) Adapt approach for obvious differences | (4) Actively learn individual motivators | (5) Tailor environment and opportunities to individual drives

6. How do you handle a situation where someone's personal issues affect their work?
   - (1) Ignore it - not my business | (2) Uncomfortable but would mention it | (3) Express concern privately | (4) Have a supportive conversation, offer flexibility | (5) Balance empathy with accountability, connect to resources

7. When you learn something valuable, what do you do with it?
   - (1) Keep it to myself | (2) Share if asked | (3) Share with close colleagues | (4) Document and distribute broadly | (5) Create learning opportunities for the team

8. How comfortable are you having career development conversations?
   - (1) No experience | (2) Uncomfortable | (3) Can discuss if prompted | (4) Initiate and guide career discussions | (5) Create development plans and advocate for growth

### Section 2: Communication (6 questions)

9. How do you communicate project status to stakeholders?
   - (1) Only when asked | (2) Basic updates | (3) Regular structured updates | (4) Proactive communication, flag risks early | (5) Tailor communication to audience, drive alignment

10. Rate your ability to run effective meetings:
    - (1) Avoid running meetings | (2) Basic facilitation | (3) Agendas, time management, action items | (4) Engage all participants, drive decisions | (5) Design meetings for outcomes, minimize meeting load

11. When delivering bad news to your team, how do you approach it?
    - (1) Avoid or delay | (2) Blunt delivery | (3) Honest but considerate | (4) Contextualize, show empathy, focus forward | (5) Transparent communication that maintains trust and morale

12. How do you handle communicating upward to senior leadership?
    - (1) Avoid it | (2) Only when required | (3) Can present information clearly | (4) Frame issues with solutions, speak their language | (5) Influence decisions, build executive relationships

13. Rate your written communication for team-wide topics:
    - (1) Avoid writing | (2) Basic but unclear | (3) Clear and organized | (4) Compelling, appropriate tone for context | (5) Writing that aligns teams and drives action

14. How do you handle being the messenger for decisions you disagree with?
    - (1) Undermine the decision | (2) Deliver reluctantly with visible disagreement | (3) Deliver neutrally | (4) Disagree and commit - present with genuine support | (5) Represent the decision authentically while maintaining team trust

### Section 3: Delegation and Empowerment (5 questions)

15. When assigned a project, how do you decide what to delegate?
    - (1) Do everything myself | (2) Delegate only when overloaded | (3) Delegate routine tasks | (4) Delegate based on growth opportunities and strengths | (5) Design work distribution for team development and delivery

16. After delegating, how do you follow up?
    - (1) Take it back at first sign of trouble | (2) Check in constantly | (3) Set milestones and check progress | (4) Balance oversight with autonomy based on person | (5) Create systems for visibility without micromanaging

17. How do you respond when someone completes a delegated task differently than you would?
    - (1) Redo it my way | (2) Frustrated but accept it | (3) Evaluate outcome vs. method | (4) Appreciate different approaches if outcome is good | (5) Learn from their approach and share insights bidirectionally

18. Rate your comfort letting someone struggle with a task before intervening:
    - (1) Intervene immediately | (2) Very uncomfortable watching struggle | (3) Give some space with check-ins | (4) Calibrate intervention to the person and stakes | (5) Create safe-to-fail environments that accelerate learning

19. How do you handle the shift from "doing" to "enabling"?
    - (1) Strong preference for doing | (2) Uncomfortable but understand it intellectually | (3) Can enable but miss hands-on work | (4) Find satisfaction in others' accomplishments | (5) Energized by multiplying team capability over personal output

### Section 4: Decision-Making and Accountability (5 questions)

20. When facing a decision with incomplete information, how do you proceed?
    - (1) Freeze until more data | (2) Defer to someone else | (3) Make a decision but second-guess | (4) Decide with available data, plan to course-correct | (5) Framework-driven decisions with explicit assumptions and reversal criteria

21. How do you handle making a wrong decision?
    - (1) Deny or blame | (2) Feel deep shame | (3) Acknowledge and correct | (4) Own it publicly, extract lessons | (5) Model accountability, create blameless culture

22. When a team member makes a significant mistake, what is your response?
    - (1) Punish or distance | (2) Express frustration | (3) Help fix and discuss | (4) Shield externally, coach privately, fix systemically | (5) Turn failures into team learning, improve processes

23. Rate your ability to prioritize competing demands:
    - (1) Everything is urgent | (2) React to loudest voice | (3) Use basic prioritization | (4) Structured frameworks, stakeholder alignment | (5) Strategic prioritization that balances short and long-term

24. How do you approach saying "no" to requests from leadership?
    - (1) Never say no | (2) Agree then struggle | (3) Push back with difficulty | (4) Negotiate scope and timeline with data | (5) Strategically manage commitments, offer alternatives

### Section 5: Self-Management (4 questions)

25. How do you handle sustained high-pressure periods?
    - (1) Burn out quickly | (2) Push through but suffer | (3) Manage with some self-care | (4) Maintain routines, model healthy boundaries | (5) Sustain performance while protecting team from burnout

26. Rate your self-awareness regarding your impact on others:
    - (1) Rarely consider it | (2) Aware after the fact | (3) Generally mindful | (4) Actively seek feedback on my impact | (5) Calibrated self-awareness with ongoing adjustment

27. How do you process your own emotions in professional settings?
    - (1) Highly reactive | (2) Suppress everything | (3) Mostly composed with occasional slips | (4) Regulate effectively, express appropriately | (5) Use emotional awareness as leadership data

28. How do you handle the ambiguity of management success metrics?
    - (1) Need clear metrics to feel successful | (2) Uncomfortable with ambiguity | (3) Accept it intellectually | (4) Find meaning in team outcomes | (5) Thrive on the indirect, compounding nature of management impact

## Scoring Rubric

### Section Scoring

| Section | Questions | Max Score | Weight |
|---------|-----------|-----------|--------|
| People and Relationships | 1-8 | 40 | 30% |
| Communication | 9-14 | 30 | 20% |
| Delegation and Empowerment | 15-19 | 25 | 20% |
| Decision-Making and Accountability | 20-24 | 25 | 15% |
| Self-Management | 25-28 | 20 | 15% |

**Section Percentage** = (Sum of Ratings / Max Score) x 100

**Weighted Total** = Sum of (Section Percentage x Weight)

### Readiness Levels

| Score Range | Level | Interpretation |
|-------------|-------|----------------|
| 0-25% | Not Ready | Significant development needed before management transition |
| 26-45% | Early Development | Building blocks present, 12-18 month development plan recommended |
| 46-65% | Approaching Ready | Key competencies developing, 6-12 month focused preparation |
| 66-80% | Ready with Support | Can transition with structured onboarding and mentorship |
| 81-100% | Strong Readiness | Well-prepared for management transition |

## Results Interpretation

### Key Signals to Watch

**Green Flags** (suggest genuine readiness):
- High People scores with moderate-to-high Delegation scores
- "Energized by enabling" response on question 19
- Accountability and self-management scores above 60%
- Motivation rooted in developing people, not status or control

**Yellow Flags** (need development before transition):
- High technical skills but low delegation comfort
- Strong communication up and across but weak peer feedback
- Decision-making paralysis or excessive risk aversion
- Motivation primarily about career advancement or compensation

**Red Flags** (management may not be the right path now):
- Consistently scoring 1-2 on People and Relationships
- Strong "doer" identity with resistance to enabling
- Discomfort with emotional labor and ambiguity
- Motivation rooted in control or escaping current role

### Motivation Analysis

Pay special attention to the pre-assessment motivation answer. Align it with scores:

- **"I want to grow people"** + high People scores = strong alignment
- **"It's the next step"** + mixed scores = career counseling needed on IC vs. management tracks
- **"I want more influence"** + high Communication/Decision scores = consider staff/principal IC track
- **"I was asked to"** + any scores = ensure genuine interest, not obligation

## Recommendations Framework

### Development Actions by Priority

For each section scoring below the readiness threshold:

| Section | Development Actions |
|---------|-------------------|
| People | Volunteer to mentor, lead onboarding, participate in peer coaching |
| Communication | Lead meetings, write team updates, practice stakeholder presentations |
| Delegation | Lead a project with distributed responsibilities, practice letting go |
| Decision-Making | Own decisions in ambiguous situations, run retrospectives |
| Self-Management | Seek 360 feedback, develop stress management practices, find a management mentor |

### Suggested Timeline

- **Months 1-3**: Shadow a manager, take a management foundations course, begin mentoring
- **Months 4-6**: Lead a cross-functional initiative, practice feedback conversations
- **Months 7-9**: Act as interim lead during manager absence, handle a performance issue
- **Months 10-12**: Reassess, apply for management roles if scores improve

## Report Template

```
MANAGER READINESS ASSESSMENT REPORT
Generated: [Date]
Participant: [Name/Identifier]
Current Role: [Role]
Management Experience: [Prior exposure]
Stated Motivation: [Why management]

SECTION SCORES
--------------
People & Relationships:       [Score]% - [Level]
Communication:                [Score]% - [Level]
Delegation & Empowerment:     [Score]% - [Level]
Decision-Making:              [Score]% - [Level]
Self-Management:              [Score]% - [Level]

WEIGHTED OVERALL:             [Score]% - [Readiness Level]

READINESS VISUALIZATION
-----------------------
People:          [========>     ] XX%
Communication:   [=======>      ] XX%
Delegation:      [=====>        ] XX%
Decisions:       [========>     ] XX%
Self-Management: [======>       ] XX%

READINESS ASSESSMENT
--------------------
Overall Readiness: [Level]
Recommended Timeline: [Months until transition-ready]

GREEN FLAGS IDENTIFIED
----------------------
- [Strength with supporting evidence from responses]
- [Strength with supporting evidence]

DEVELOPMENT PRIORITIES
----------------------
1. [Priority] [Area]: [Specific gap and why it matters]
   - Action: [Concrete step]
   - Timeline: [Weeks/months]

2. [Priority] [Area]: [Specific gap and why it matters]
   - Action: [Concrete step]
   - Timeline: [Weeks/months]

MOTIVATION ALIGNMENT
--------------------
[Analysis of stated motivation vs. demonstrated readiness]
[Honest assessment of management vs. IC track fit]

PREPARATION PLAN
----------------
Phase 1 (Months 1-3): [Focus and actions]
Phase 2 (Months 4-6): [Focus and actions]
Phase 3 (Months 7-9): [Focus and actions]

ALTERNATIVE PATHS CONSIDERED
-----------------------------
[If applicable: staff IC, tech lead, or other growth paths
 that may better match the participant's profile]

NEXT REASSESSMENT: [Date]
```

## Facilitation Notes

- This assessment works best when participants understand that management is a lateral move, not strictly a promotion. Frame it as evaluating fit, not worthiness.
- Watch for social desirability bias. Participants may choose answers they think a "good manager" would pick. Probe with "tell me about a time when..." follow-ups.
- For participants who score high but have low motivation alignment, explore whether organizational pressure is driving the transition.
- Pair this assessment with conversations with current managers about the realities of the role: the loneliness, the emotional labor, the delayed gratification.


## Process

1. **Gather information.** Ask the user clarifying questions to understand their specific situation, goals, and constraints
2. **Analyze context.** Review the information provided and identify key factors relevant to manager readiness assessment
3. **Develop recommendations.** Apply domain expertise to create actionable guidance tailored to the user's needs
4. **Present structured output.** Deliver findings in the output format below with clear next steps
5. **Address follow-ups.** Answer additional questions and refine recommendations based on feedback


## Output Format

```template
## Manager Readiness Assessment Analysis

### Assessment
[Key findings and observations]

### Recommendations
1. [Primary recommendation]
2. [Secondary recommendation]
3. [Additional suggestions]

### Action Items
- [ ] [First action step]
- [ ] [Second action step]
- [ ] [Follow-up task]
```


## Edge Cases

- **Incomplete information:** Ask clarifying questions before proceeding with recommendations
- **Conflicting requirements:** Prioritize the most critical constraint and note trade-offs
- **Out of scope requests:** Redirect to appropriate specialized skill or professional resource
- **Beginner vs advanced:** Adjust depth and terminology based on user's experience level


## Example

**Input:** "Help me with manager readiness assessment for my current situation"

**Output:**

Based on your situation, here is a structured approach to manager readiness assessment:

1. **Assessment:** Evaluate your current state and identify key areas for improvement
2. **Strategy:** Develop a targeted plan based on best practices
3. **Implementation:** Execute the plan with specific, measurable steps
4. **Review:** Monitor progress and adjust as needed
