Joiner and Josephsâ€™ framework has five levels of mastery: expert, achiever, catalyst, co-creator, and synergist. Below are the views of leadership for each level of masteryWhile I learned some of these levels through â€œdoingâ€ my jobs, my personal development in career management would have been easier had I used this framework as a road map for my leadership development.
During my first year out of graduate school, I learned about the Herrmann Brain Dominance Model. Learning about the four quadrants of the brain and the strengths attributed to these quadrants help me understand my strengths and my weaknesses. I also learned that CEOs tended to be equally strong in all four quadrants. While I initially scored high in quadrants B and D. I needed to develop A and C. Fortunately, I was able to these areas because of my job responsibilities, over the course of my career. I proactive developed quadrants with every job.However, I believe I would have greatly benefited from learning Joiner and Josephsâ€™ three work arenas. I was reactive in learning how to have the tough conversations, working in cross-functionality teams aligned to corporate goals, and developing and executing organizational initiatives. Life would have been so much easier had I know that leadership agility falls into three major areas: pivotal conversations, team initiatives, and organizational initiatives. Below are Joiner and Josephsâ€™ three work arenas where leadership agility takes place.My path to developing leadership agility in these areas would have been shorter and more focused, giving me a better path to success with their book.
I found Joiner and Josephsâ€™ trends interesting, see below for the agility percentages for managers.Perhaps what I found most insightful was Joiner and Josephsâ€™ correlations between agility and responsibility levels. Below is a table from their research:Understanding these current trends allows you to understand where you will most likely need leadership development. Looking back to my time as a junior manager, I would have concentrated on my expert leadership skills as an expert in the three work arenas while also plot a development course for the achiever agility level.
The Five Levels of Mastery Expert: tactical, problem-solving orientation. Believes thatleaders are respected and followed by others because oftheir authority and expertise. Achiever: strategic outcome orientation. Believes thatleaders motivate others by making it challenging andsatisfying to contribute to larger objectives. Catalyst: visionary, facilitative orientation. Believes thatleaders articulate an innovative, inspiring vision and bringtogether the right people to transform the vision into reality.Leaders empower others and actively facilitate theirdevelopment.
The Five Levels of Mastery Co-Creator: oriented toward shared purpose andcollaboration. Believes leadership is ultimately a service toothers. Leaders collaborate with other leaders to develop ashared vision that each experiences as deeply purposeful. Synergist: holistic orientation. Experiences leadership asparticipation in a palpable life purpose that benefits otherswhile serving as a vehicle for personal transformation.
The Three Distinct Work Arenas Pivotal conversations: direct person-to-person discussionswhere important outcomes are at stake. Team initiatives: initiatives intended to improve a teamand/or its relationship with its larger environment. Organizational initiatives: initiatives designed to change anorganization and/or its relationship with its largerenvironment.
Agility Levels to Varying Levelsof Job ResponsibilityC U R R E N T T R E N D S
Current Trends Experts: roughly 45% of all managers are experts Achievers: approximately 35% of managers havedeveloped achiever level of agility. Catalysts: only 5% of managers are operating at thislevel of agility. Co-Creators: only 4% of managers are operating atthis level of agility. Synergists: only 1% of managers are operating at thislevel of agility.