Know the patterns. Protect the value.
Behavioral due diligence for owners, boards and leaders.
Two of five signals elevated across the leadership group. Neither will surface in the reporting line.
A new owner, an add-on, a new leadership team. Key people leave, dates slip, and the board pack still reads green. The Five Signal Assessment measures the behavior behind it.
You make the call with the full picture, and the next steps already mapped.
Five Signal Assessment by The SHIELD Method is a behavioral due diligence that measures destructive patterns in leadership and organizations through five signals: Visibility, Emotion, Leadership, Organization and Narrative.
A named risk can be managed.
One report, built for every reader who has to act on it. The owner, the board and executive management each get what their decision requires.
FIVE SIGNAL REPORTILLUSTRATIVE EXAMPLE · PLATFORM + TARGETILLUSTRATIVE EXAMPLEBoth companies function on their own. Together they collide on two signals, and neither will report it.
Shared elevated signals
Whether raising an issue changes anything
Direction of adaptation
Three signals separate the companies. Two unite them, and that is the problem.
Capacity strain will surface as delivery variance, not as a people issue.
Typically visible between month three and month six.
The two shared signals will not appear in any board pack unless a measurement point exists outside platform management.
Target managers are already at capacity. Additional tasks do not add load, they displace work that then stops happening.
Six exposures, each with an accountable owner and a measurable close condition.
| RISK | PRIORITY | OWNER | CLOSE CONDITION |
|---|---|---|---|
| Target managers conclude within the first month that raising concerns is pointless | CRITICAL | Platform CEO | Target score on Organization stays Low or Moderate at 90 days |
| Integration schedule exceeds what target management can absorb | CRITICAL | Integration lead | Target Emotion moves out of the highest band at 90 days |
| Informal authority in the target has no place in the new structure | IMPORTANT | Platform CEO | At least one target executive holds real authority in the combined leadership |
Every target level becomes the baseline the next measurement is read against.
FOUR LAYERS · SELECT ONE
From first call to a decision-ready report.
Brief
One meeting on the situation, the group and the timing.
Invite
Everyone who should answer, with no cap on numbers.
Assess
Open for as long as you decide, often a week.
Report
Released at the last answer or your deadline, once the data holds.
Priced by the size of each company measured, never by the number of respondents.
Book a conversationChange strains the patterns already there.
Human Capital Risk
Measured before signing, and again after close to track what changes.
The board and leadership team, or the part of it that matters to the outcome.
Integration Risk
Both companies measured on the same instrument: where they will collide, and which one adapts to the other.
As many managers as possible, on both sides.
Transformation Risk
A new CEO, a new manager, a reorganization. The group affected is measured first, so the plan fits the people it lands on.
The group the change lands on. For a new CEO, the people who work closest to them.
Always the group a pattern lives in, never a single person. Advisory before or after the measurement, on request.
Start with a conversation.
Your situation, your questions. Where it costs most, and what to do first.
Book a conversation