The strongest organizations don’t develop leaders one at a time. They build them together — through shared language, shared tools, and conversations that sharpen everyone in the room. This month at AAIM, the work is built around exactly that.
A few weeks ago, members joined us for Succession Madness, a working session on building stronger leadership pipelines. Before we got into the bigger frameworks, we asked everyone to do something deceptively simple: look at one of their current leaders against a clear picture of what success at that level actually looks like.
It was a small piece of the program. But the conversation that came out of it — the gaps people noticed, the strengths they hadn’t named, the development moves that suddenly felt obvious — was one of the most useful parts of the day.
We’re sharing the tool here.
The AAIM Success Profiles define what strong looks like at two critical levels: Manager and Executive. Each profile breaks the role into four dimensions:
Use it as a self-assessment. Use it to evaluate the leaders on your team. Use it to clarify what “ready for the next level” actually means in your organization. Most leadership development conversations stall because no one has agreed on what they’re aiming for. This gives you a starting point.
Click the images to download each!
You Don’t Build Leaders Alone. You Have Tools for This.
Leadership development gets pushed to the back burner more than any other priority — not because it doesn’t matter, but because there’s always something more urgent. Your AAIM membership exists for the months when you finally get to it.
Leadership questions don’t always show up in tidy frameworks. Sometimes you need to think out loud about a manager who isn’t ready, a successor who almost is, or how to make the case for development spend in a tight quarter.
Aaime Hart is built for those conversations. Use her to think through a leader’s gap, draft a coaching conversation, or pressure-test a development plan you’re already working on. Available to members and non-members.
The leaders your organization will need in two years are already on payroll. The question is whether you’re developing them now or hoping they’ll figure it out later. Three series, three career stages, all kicking off in May:
For new managers making the jump from individual contributor. The mindset shift, the team dynamics, and the leadership skills that come with the job.
May 22 – June 26, 2026 | 8:30 AM–4:30 PM CT
For working supervisors who need a deeper toolkit. Covers the critical management skills required to lead day-to-day operations and develop the people on your team.
May 22 – June 5, 2026 | 8:30 AM–4:30 PM CT
For team leads making the transition from team member to lead. Practical tools for communication, motivation, and influence — without formal authority.
May 27 – June 17, 2026 | 8:30 AM–12:00 PM CT
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The Visibility Economy: When Presence Becomes the Proxy for Performance
Two-thirds of the workforce is performing visibility — staying late, joining unnecessary meetings, taking on extra tasks just to look busy. Less than a quarter are being measured on actual outcomes. That gap is showing up in RTO mandates, canceled team meetings, and a quiet erosion of how organizations measure work that’s gotten harder to see.
This month’s ShiftPoint walks through what the data actually says, where most leadership teams are getting it wrong, and what a better question sounds like.
Read the full article: The Visibility Economy
