Most EI development stops at a debrief: a report, a few insights, a plan — then it's on the leader to make it stick. The Grace Transformation System doesn't stop there. It's the model behind every Grace programme, connecting what a leader learns about themselves to what actually changes for their team — and what that's worth to the business paying for it.
Build a leader's competency, and better outcomes follow. Trace a business problem back far enough, and you land on the same four stages in reverse. Grace's programmes run this system forward. The Root Cause tool runs it backward. It's one model either way — not two separate ideas competing for the same page.
The twelve ESCI 360 competencies, organised into Grace's four domains, measured at baseline against the validated Korn Ferry / Hay Group instrument.
Competency stops being theoretical the moment it shows up in a hard conversation, a missed deadline, a tense handoff. Coaching and manager/peer feedback surface it.
What the team feels first: higher engagement, real psychological safety, faster collaboration — before it ever shows up in a spreadsheet.
What the person paying the invoice is accountable for: retention, productivity, manager effectiveness, change adoption.
None of the four stages above are Grace's invention. Each link in the chain is backed by research that predates Grace and would hold up without us:
A competency score means the most to the individual holding it. HR and business leaders need something else — so the system rolls up into three named indices, built from the same data, read at a glance.
The Relationship Management and Self-Management competencies most tied to whether a team stays and grows. Higher means a manager whose day-to-day behaviour keeps people, not just performance reviews that say so.
The same behavioural and engagement signals the Root Cause tool already traces back from attrition. Higher means preventable turnover is building before it shows up in an exit interview.
Adaptability, resilience, and psychological safety, rolled into one read. Higher means a team that absorbs the next reorg or system change without performance dropping off a cliff.
The competency-to-outcome logic above draws on published, peer-reviewed and industry research — Goleman, Gallup, SHRM, the Work Institute, and WHO/Lancet — cited throughout this page and the Root Cause tool.
Every Workplace EI and Executive Coaching engagement includes a baseline ESCI 360 and a post-programme re-measurement. As more engagements complete this cycle, that aggregate data will support the named indices above with Grace-specific evidence, tracked and reported separately from third-party research.
Current stage of validation: the evidence above is drawn entirely from established, independently published research and the validated ESCI 360 instrument. Grace has not yet completed its own longitudinal validation study of the Grace Transformation System; that study is in the design and planning stage. We say this plainly because a model should be judged on what's actually proven, not just what's claimed.
For the full research base, source citations, and the planned validation study design, download the technical paper: The Grace Transformation System →
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