Prove your leadership investment moved something.

The Coherence Diagnostic reads the gap between what is said, done and believed. It works for a single leader, an executive team or the whole organization, and resolves that gap into one number you can track: the Coherence Index. Delivered through a practitioner you trust.

Coherence Index

Illustrative sample · not live data

74/100

Three reads of the same organization, on one scale:

Statedwhat we say82

Perceivedwhat our people believe74

Livedwhat we actually do66

Each box below is the gap between two of the reads above. The wider the gap, the more the story breaks between what is said, believed and done.

Stated vs Perceived

Stated vs Lived

Perceived vs Lived

Healthy alignment, with a gap opening on the Lived side. The work has a target.

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§1From a behavioural engine to a board-room numberThree layers

The Personal Branding Engine

The same engine that reads one person reads a whole leadership population: what it states, against what its own people perceive and live.

The Coherence Diagnostic

The engagement, run with a practitioner you trust. Each leader is read; the reads roll up into the organization's signal.

The Coherence Index

One number, benchmarked against peer organizations and tracked over time. The leading indicator of trust, execution and retention.

§2How it is deliveredA practitioner you trust

Not another platform login. A practitioner you trust, with an instrument behind them.

Signal Labs is the research company behind the measurement. The engagement is run with a practitioner you trust, who reads your leaders, presents the findings and guides the work to close the gap. You get rigor and a number, delivered with the judgment of a human you know.

§3The most expensive problem is invisibleThe cost of incoherence

There is a line item missing from every income statement: the cost of incoherence, the daily tax of a culture that says one thing and does another. No one tracks it, no one owns it, and it is almost certainly among the most expensive things the company is doing.

28%

of managers can list their company's top three priorities. The stated story rarely survives the trip to the people inside. (MIT Sloan)

~$9T

a year, the global cost of disengagement, mostly people who stopped believing what they were told. (Gallup)

70 to 90%

of acquisitions fail to create the value that justified the price, usually a culture or identity misread. (HBR)

§4Put a number on it

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