Leadership Competencies - Searching in All the Wrong Places


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What makes a competency model better than its competitor? In other words, is there a better approach to accelerating leadership development? The answer is simple: Only a model that combines a well-developed 360-degree competency assessment and delivers access to deep structure.

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Leadership Competencies - Searching in All the Wrong Places

  1. 1. Leadership Competencies -Searching in All the Wrong PlacesWritten By: Bob Anderson CEO & Founder ofThe Leadership Circle
  2. 2. While leadership competencies play a very important partin developing effective leaders, they are not the key todevelopment. Certainly leaders need to continue toimprove their competency models, especially in a world ofescalating global complexity. But, in that search, they mustnot lose sight of the fact that competency is only part of theequation for developing effective leadership. Focusingexclusively on competency will cause leaders to miss howdevelopment actually happens.
  3. 3. While the Leadership Circle Profiles contain avery robust set of leadership competencies,a competency-only approach misses thepower of The Leadership Circle altogether.
  4. 4. In a world of escalating global complexity, many leaders find themselves “In over their heads.” This phenomenon results when the leader’s “Operating System” is not complex enough to match the complexity of the challenges facing the leader. In this case, the leader needs more than skill development. The leader needs to develop greater complexity of mind.
  5. 5. The Leadership Circle is founded on theprinciple that competency-only approachesare inadequate to the challenge of developingleaders for the complexity they are nowfacing.
  6. 6. Merely identifying an improved setof competencies, can onlymarginally enhance ones ability todevelop effective leaders.Effectiveness, in more complexleadership roles, requires a moreadvanced leadership operatingsystem. Therefore, the LeadershipCircle’s assessments contain arobust competency assessmentthat is packed into a much largerframework for developing leaders.
  7. 7. System Dynamics TheoryIn System Dynamics Theory, structure determinesperformance. In other words, the primary determinate ofthe performance of any system is the design of that system.Underneath the design of the system is the thinking andassumptions that formed the design. In other words,thinking creates the design, and design determines theperformance.
  8. 8. Deep structure is the system of the thinking that drives a leader’s pattern of behavior.Deep structure is the Leader’s Operating System. The LeadershipCircle Profiles are designed to surface deep structure. They createa platform that allows us to inquire into the beliefs andassumptions that are the source-code for the pattern ofbehavior—as measured in the competency data.The benefits of this approach are obvious: accessing theunderlying assumptions that drive behavior creates theopportunity to redesign the operating system. This allows thedesired leadership effectiveness to develop naturally.
  9. 9. The Leadership Circle Assessmenttools are powerful because theyinclude a complete competencymodel and because they provideimmediate access to the deepstructure conversation. Thiscombination serves-upbreakthrough developmentalopportunities.
  10. 10. Read more and comment by visiting www.TheLeadershipCircle.com And clicking on “Leadership Quarterly” - OR - Get there directly atwww.TheLeadershipCircle.com/in-over-your-head