leadership strategyfield leadershipkpi managementmulti site operationsp&l ownership
Complete evaluation framework
What to assess and how to score it
Review the evidence signals before interviewing. Then use the anchored descriptions—not instinct alone—to choose the score that best matches each answer.
01
Evaluation factor
Record of outcomes
35% weight
Check the P&L they owned: revenue, labour percentage, EBITDA, number of sites and headcount. Probe specific turnarounds, such as lifting an underperforming district's margin or cutting shrink.
Evidence to listen for
Names organisations, budgets, and headcount they were actually accountable for
Gives outcomes with numbers, not initiatives with adjectives
Separates what they drove from what the market or a predecessor did
Can describe something they owned that failed
Five-point scoring guide
1
Poor
Titles and initiatives only; no accountable outcomes.
2
Needs Improvement
Claims results the organisation would have had anyway; no scope clarity.
3
Satisfactory
Real accountability with some numbers; attribution occasionally generous.
4
Very Good
Clear scope and measured outcomes, including an honest failure.
5
Excellent
Names site counts, budget size and before/after numbers on labour cost, margin or churn, with the levers they personally pulled.
02
Evaluation factor
Strategic judgement
25% weight
Probe how they decided where to invest: site closures, network expansion, staffing models, capex requests. Ask about a call they made against regional pressure and its outcome.
Evidence to listen for
Explains a decision where the options were genuinely close and the information incomplete
Can say what they chose not to do and why
Distinguishes a bet from a certainty
Changes course on evidence rather than defending a position past its life
Five-point scoring guide
1
Poor
Frameworks and slogans; no real decision they can walk through.
2
Needs Improvement
Describes decisions made elsewhere; cannot state the trade-off.
3
Satisfactory
Sound judgement on familiar decisions; less tested on ambiguous ones.
4
Very Good
Walks a genuinely close call, states what they gave up, and changed course on evidence.
5
Excellent
Explains trade-offs between growth and cost with data (unit economics, catchment analysis) and owns a decision that did not pay off.
03
Evaluation factor
Building and leading teams
25% weight
Assess how they built site leads: promotion pipelines, succession plans, ride-alongs, performance management of a failing manager, turnover trends across the region.
Evidence to listen for
Has hired, developed, and where necessary removed people
Names someone who grew under them and what they did to cause it
Handles an underperformer directly rather than waiting it out
Builds a team that functions when they are not in the room
Five-point scoring guide
1
Poor
No real people leadership; avoids difficult personnel decisions.
2
Needs Improvement
Managed a team but cannot describe developing or exiting anyone.
3
Satisfactory
Competent manager; development is informal.
4
Very Good
Demonstrable record of growing people and handling underperformance directly.
5
Excellent
Cites managers they developed into bigger roles and shows a measurable drop in frontline attrition or improved bench strength.
04
Evaluation factor
Influence across the business
15% weight
Look for how they worked with HR, supply chain, finance and corporate leadership: rolling out a new POS or WMS, defending headcount, escalating field realities upward.
Evidence to listen for
Wins support from peers and boards without positional authority
Translates their function into terms the rest of the business cares about
Delivers unwelcome news early
Manages up without either capitulating or stonewalling
Five-point scoring guide
1
Poor
Relies entirely on authority; conceals bad news.
2
Needs Improvement
Struggles to influence peers; communicates in function-specific jargon.
3
Satisfactory
Works adequately with peers and leadership.
4
Very Good
Persuades peers and boards on merit and delivers bad news early.
5
Excellent
Describes influencing a corporate rollout or policy using field evidence, and names the functions and executives they aligned.
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