The sustain layer of Assess, Deliver, Sustain
Most change is not lost in the delivery. It is lost in the follow-up, and by then the moment to correct it has passed.
The Executive Impact System is the Sustain layer of our Assess, Deliver, Sustain model. It tracks one leadership behaviour change across 90 days using both the leader's own check-ins and direct stakeholder ratings, so you can see whether the change is actually landing rather than assuming it is, and adjust while there is still time to.
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It is the part of the engagement that runs after the diagnostic and the plan. Assess surfaces the honest gap. Deliver narrows everything to the one change that matters most. Sustain is where that change either becomes a habit or quietly reverts, and it is the phase most leadership work skips.
The system gives a leader one tracked focus behaviour, a weekly check-in rhythm, stakeholder measurement at fixed points, and the tools built for the specific thing they are working on.
How the cycle runs
Because both of the obvious alternatives fail, in opposite directions.
"Hearing leaders talk about how they'd use what they learned to help team members they'd been struggling with was inspiring. We all grow when we have better tools like this to bring back to the organization."
Brian BrucknerPresident, Bruckner's Truck & EquipmentBy measuring it from both sides. Leaders self-report against their focus behaviour weekly. Separately, the people who actually experience that behaviour, meaning direct reports and peers, are surveyed at day 30, 60 and 90.
The gap between those two lines is the whole point. A leader who feels transformed while stakeholder scores sit flat has a visibility problem, not a behaviour problem, and that is a completely different fix. Without both readings, neither is diagnostic.
Most change is not lost in the delivery. It is lost in the follow-up. Organisations tend to be thorough about rolling something out and vague about checking, weeks later, whether it took, and by then the moment to correct it has passed.
A second-generation owner of a technical training company described this exactly, without prompting: her organisation was thorough in delivery, and what it lacked was the follow-up: the checking in, the reminders, the adjustments. It is the reason this layer exists.
| One tracked focus behaviour | The single change identified together as having the largest effect on this leader and the organisation. Not a list of ten. |
|---|---|
| Weekly check-ins | A short structured self-report, so momentum is visible rather than remembered. |
| Stakeholder pulses at day 30, 60 and 90 | Independent measurement from the people who experience the behaviour. This is what makes progress evidence rather than impression. |
| Tools matched to the focus | The frameworks, scripts and checklists built for that specific problem, available when the leader hits it. |
| Coach visibility | Your coach sees the same data you do, so sessions start from what actually happened rather than from recall. |
A leader who feels transformed while stakeholder scores sit flat has a visibility problem, not a behaviour problem.
Why both readings are takenSee the actual output
A diagnostic produces three things. All three are below in full, as a complete worked example for a four-leader team at a multi-location trucking and parts company. The team, the company and the scores are illustrative. The format, the depth and the wording are exactly what you receive.
Your next seven days. Name the one leadership behaviour that, if it changed, would make the biggest difference to your organisation. Write it as something observable: what someone would see you do differently, not how you would feel. If you cannot write it observably, that is the finding.
Who you're working with
Alex Tremble is the founder of GPS Leadership Solutions and the creator of TP3™, the 4C™ Connection Model and the 3R Relationship Model™. He has published five leadership books.
The work runs on one engine, whatever the sector: clarify the real outcome, expose the honest gap, force the real choice. He is not the domain expert in your business. He is the person who reduces a complex, emotionally loaded situation to the two or three things that actually matter, so a capable leader can decide and move.
Frequently asked
The Executive Impact System is the sustain layer of GPS Leadership's Assess, Deliver, Sustain model. It tracks one leadership behaviour change over a 90-day cycle using weekly self-reported check-ins and stakeholder ratings at day 30, 60 and 90, so behaviour change can be measured rather than assumed.
A year is too long to discover whether an approach is working, and a month is too short to change a long-held behaviour or for the people around a leader to notice the difference. Ninety days is long enough to practise and be observed, and short enough to adjust if the approach is wrong.
A retreat is good at producing decisions and poor at sustaining them, because nothing after the room measures whether the decisions held. If the change you need is a one-time realignment, a retreat may be enough. If it is a behaviour that has to survive contact with an ordinary Tuesday, it needs follow-up built in.
Business operating systems install meeting cadence, scorecards and accountability structures across an organisation. The Executive Impact System measures whether a specific leader's behaviour has actually changed in the eyes of the people around them. They solve different problems and work well together.
The leader and their coach see aggregate results. Individual raters are not identified, and small groups are aggregated so responses cannot be traced back. Confidentiality is what makes the data worth collecting; without it, raters tell you what you want to hear.
You get a clear read on whether the behaviour changed, in your own assessment and in your stakeholders'. From there a leader either closes out with the change embedded, or opens a new 90-day cycle on the next behaviour. The decision is made on the data rather than on how the quarter felt.
That is the cycle doing its job. Day 30 exists precisely so a wrong approach can be corrected two months before it would otherwise surface. A flat reading at day 30 is a prompt to adjust, not a verdict on the leader.
The Executive Impact System runs on what the diagnostic surfaces, so the diagnostic comes first. If you are earlier than that, the free scorecard will tell you which bottleneck to look at.
Request the 14-Day Diagnostic Take the free Scorecard first
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