01
Development thesis
A short, specific statement of what's actually being developed — not "leadership skills" in the abstract, but the precise gap between your current mode of thinking and what the target role or level demands.
Participants · After the assessment
We're in your corner.
Once you have your assessment results, development starts. This isn't a grading process and Anker Bioss isn't an evaluator standing over you with a scorecard — we're the team helping you close a specific, named gap, on your side of the table.
Orientation
Development architecture, not a training calendar.
A lot of "development plans" are really just a list of courses and a due date. Development architecture is different: it's a structure built around your specific gap, with the real work of your job as the practice ground and a coach who is accountable for whether the capability actually shows up — not just whether the sessions happened.
Everything below — the thesis, the experience map, the coaching cadence, the sponsor triangulation — exists to make development real rather than performative. And it has a defined end: an off-ramp where progress is confirmed and the formal structure steps back.
How it's built
Four elements, working together.
02
Experience map
The real assignments, projects and decisions — inside your actual job, not a simulation — that will stretch the specific capability the thesis names. Development happens in the work, not around it.
03
Coaching cadence
A regular rhythm with your coach, usually every two to four weeks, to work through live situations as they come up, not just to review progress after the fact.
04
Sponsor triangulation
Your manager or sponsor stays informed at a level you agree to in advance — enough to support the development, not so much that coaching becomes another performance review.
The off-ramp
Development ends. That's the plan working.
A defined off-ramp is built into the architecture from the start: a point where you, your coach, and your sponsor agree the capability named in the development thesis is showing up reliably in the work itself — not through self-report, but through the actual decisions and situations the experience map put you in. At that point formal coaching steps back, though the door isn't closed if a new situation calls for support later.
What this isn't
We are not grading you.
The coach's job is to help you get better at the specific thing the assessment identified — not to rank you against peers, not to feed a performance-review score, and not to report every session back to management in detail. Sponsor updates are agreed with you in advance and stay at the level you consented to. If that ever feels like it's slipping, say so — it's a legitimate concern and one we take seriously.
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Questions about how this works day to day?
The FAQ covers the practical questions participants ask most — during coaching, and after the formal development period ends.