Posts

Center for Leadership Maturity

Leadership Maturity and Vertical Development

/1 Comment/in /by

Your level of Leadership Maturity significantly influences your capacity to deal with life and work situations, how you see your role and function in the workplace, how you interact with others, how you solve problems, and how self-aware you are. Leaders develop through various stages of maturity as they grow. Leadership Maturity is about how leaders ‘make meaning’ or sense and interpret experiences at the different stages of development. This is important because the perspectives you use to make sense of the world influence your thoughts and actions. Incorporating the idea of the various stages of your Maturity is critical to innovating your leadership. The author, Jim Collins, referred to Level 5 Leadership in his best-selling business book, Good to Great. Level 5 Leadership is an example of later-stage leadership maturity described in the innovative leadership framework.

One application of the stages of maturity model is to appreciate ‘fit for role’ in organizations. For example, at the ‘Specialist’ level, a leader may perform a process task well and be procedural. A later-stage leader (at the Relative level) who is more mature would be better at handling more complex situations, including those not generally addressed by the rules, and would be better able to take into account the context of the task and adapt when needed.

Another application of this framework is to create a development plan for leaders that is well suited to the level of development they are at, and what would be next for them in their path to maturity.

It is important to note that all stages of maturity bring their strengths and wisdom to an organization, and an optimum mix of levels makes an organization more effective and successful.

Benefits of using this model of Leadership Maturity include:

  • Using developmental perspectives guides leaders in determining their personal development goals and action plans. Determining optimum fit for individuals and team members in the context of specific roles in a particular organization
  • Identifying high-potential leaders to groom for growth opportunities.
  • Determining individual fit for a specific job or role in the recruitment and succession process.
  • Supporting change agents in understanding the perspectives and capacities of others at different stages and tailoring solutions that meet the needs and perspectives of all stakeholders.

The Maturity Assessment Profile (MAP) and its conceptual framework, the Leadership Maturity Framework (LMF) assess leadership maturity. This was researched and validated (with criteria at later stages of development) by Susanne Cook-Greuter as part of her doctoral dissertation at Harvard University. This instrument is today’s most rigorously developed, Harvard-tested, unbiased, and reliable perspective measure. The MAP provides unique and personal feedback in addition to stage description and score. The MAP is also the most sophisticated instrument for identifying and measuring later stages of developmentally advanced leadership. The MAP evaluates three primary dimensions to determine developmental perspective: cognitive complexity, emotional capacity, and behavior.

The following table briefly summarizes the levels and the percentage of the sample population at each level using a sample size of 4,310 people. The name of each stage also indicates the old name (previously used terms) in parenthesis. The Center for Leadership Maturity continues to evolve this model and the development tools for its application. The change in the name is evidence of this evolution. Specifically, it is important to note that while we refer to people being “at a level”, people demonstrate perspectives across a range of levels, while evidencing a ‘center of gravity’ at the stage that they generally tend to operate from.

Levels of Leadership Maturity

Photo credit: Center for Leadership Maturity

Leadership 2050 – What Qualities Will We Need?

/0 Comments/in , /by

Paradoxical leaderThis blog post includes excerpts from chapter 13 or an upcoming book edited by the International Leadership Association: Building Bridges series in June 2015. The chapter was written by Susan Cannon, Maureen Metcalf, and Mike Morrow-Fox to explore what leadership looks like in 2050.

Effective leadership qualities can be paradoxical—requiring effective leaders to be passionate and unbiased, detailed and strategic, hard-driving and sustainable, fact-focused and intuitive, self-confident and selfless—often simultaneously. Such complexity is rarely found in leaders, even under optimal conditions. As we move toward 2050, new contexts and conditions are poised to emerge that will create challenges beyond the abilities of most leaders or any single nation to manage. This powerful contextual shift—a time of great stress and constraint—can potentially drive a new, more complex stage of human culture and consciousness to meet these challenges.

Historically, as new stages of human culture and consciousness have emerged, the requirements for effective leadership have shifted accordingly. Such a shift is already underway in small pockets; we expect its significance to increase in the next few decades. This shift will call for and catalyze what researchers and scholar-practitioners of adult developmental maturity (developmentalists) call “Strategist” leadership skills ). Strategist leaders have a world-centric, truly inclusive capacity to see, make meaning, and respond in a way that facilitates consistent, flexible, holistic, meta-systemic, broadly collaborative, and transformative problem-solving that endures even during times of times of stress and constraint. In this chapter, the authors describe research-based probable futures requiring more Strategists.

This perfect storm of increasing complexity, accelerating change, and near-constant uncertainty is creating conditions that exceed most leaders’ mental and emotional capacities. While technology advances exponentially, our laws, culture, and social contracts are moving linearly. The same is true for conventional approaches to leadership development. Four recent global studies on the future needs and gaps of organizational leadership concluded that current leadership lacks the higher-ordered skills and capacities to meet the complexity of today’s challenges. For example, current leaders lack the ability to function in environments with a high degree of ambiguity and uncertainty, build cross-cultural strategic relationships, facilitate collaboration between diverse groups, or sense the crucial and unspoken undercurrents and relational dynamics in a meeting. The systematic cultivation of such higher-ordered capacities in leaders requires more than training—it means they must psychologically evolve to a more complex way of being.

The stages of a leader’s growth have a direct correlation, and thereby a natural fit, with stages of cultural evolution. The new leader that emerged with each cultural stage had the requisite capacities and developmental maturity to reach beyond what came before. For example, someone seeking to become a term-limited chief executive of a Modern era nation-state democracy must have the more complex, nuanced, and emotionally intelligent capacity to gather support and communicate with the electorate and representatives in a way that a Traditional era bloodline monarch, ruling by fiat, would not need or understand.

This emerging cultural stage of development structurally correlates to the Strategist leader.

According to an HBR article, Seven Transformations of Leadership by Torbert and Rooke, 4% of leaders test at the Strategist level. Characteristics include:

  • Perceives systematic patterns and long-term trends with uncanny clarity.
  • Can easily differentiate objective versus subjectively biased events.
  • Exhibits a strong focus on self-development, self-actualization, and authenticity.
  • Pursues actualizing personal convictions according to internal standards.
  • Management style is tenacious and yet humble.
  • Understands the importance of mutual interdependence with others.
  • Well-advanced time horizon: approximately fifteen–twenty years with concern for legacy.

photo credit: www.flickr.com Hartwig HKD

References

Brown, B. (2011). Conscious leadership for sustainability: How leaders with a late-stage action logic design and engage in sustainability initiatives. (Doctoral dissertation). Retrieved from Dissertations and Theses database. (UMI No. 3498378)

Cook-Greuter, S. (2000). Mature ego development: A gateway to ego transcendence? Journal of Adult Development, 7(4), 227-240.

O’Fallon, T. (2013, July). The senses: Demystifying awakening. Presented at the 2013 Integral Theory Conference, San Francisco, CA. Available at https://metaintegral.org/sites/default/files/O’Fallon_ITC2013.pdf

Rooke, D., & Torbert, W. (2005, April). Seven transformations of leadership. Harvard Business Review, 83 (4), 67 – 76. Downloadable at https://hbr.org/2005/04/seven-transformations-of-leadership

Development Dimensions International & The Conference Board (2014). Ready-now leaders: Meeting tomorrow’s business challenges. Global leadership forecast 2014|2015. Retrieved at https://www.ddiworld.com /DDI/media/trend-research/global-leadership-forecast-2014-2015_tr_ddi.pdf?ext=.pdf

Gitsham, M. (2009). Developing the global leader of tomorrow. Ashridge and EABIS report. Available at https://www.ashridge.com/Website/IC.nsf /wFARPUB/Developing+the+Global+Leader+of+Tomorrow+Report+-+2009?opendocument

IBM Corporation (2010). Working beyond borders: Insights from the global chief human resource officer study. Available at https://www-935.ibm.com /services/c-suite/chro/study/

Leslie, B. (2009). The leadership gap: What you need and don’t have when it comes to leadership talent. Center For Creative Leadership. Available at https://www.ccl.org/leadership/pdf/research/leadershipGap.pdf

 

Four Ways Understanding Developmental Perspective Improves Organizations

/0 Comments/in , /by

Transformation

This series started with a discussion of different developmental perspectives. Now we turn to applying your understanding of this concept to transforming your organization or improving its effectiveness.

Developmental perspective not only helps you as an individual leader create your growth path, it is also important in transforming your organization. The key to high performance is to align people and roles, considering their developmental perspective. Different organizational functions are best filled by people at different developmental perspectives. We call this their “fit” for the role, or more precisely, how the qualities associated with their developmental perspective align with requirements specific to the job. Both leaders and organizations need to support the health of all employees from a developmental standpoint and create an environment where each individual is in a role where he best fits and can move toward achieving his fullest potential.

For you to be successful as a leader over the long run, it is essential to understand your proper “fit” within the organization—which includes understanding who you are and what you value, where you belong in the organization, and where you belong within the broader team and community stakeholders. It is also important to apply this concept to others as you make hiring decisions, assign people to roles, determine individual roles within a team, and communicate with others. Importantly, the goal is not merely to build an organization with all people at the “highest” developmental perspective, rather it is to select people for roles that allow them to function as effectively as possible individually and collectively. Your organization will be effective if it supports success for people at all levels and aligns them to roles that fit their capacity. Organizations that perceive one perspective as “better” will be less effective than organizations that leverage every perspective and design an organization where all levels can thrive concurrently and are working toward a collective goal of organizational success using a broad range of skills and perspectives.

You can use this developmental model with organizations in several ways:

  1. Make staffing and succession decisions using developmental perspectives. Considering developmental perspective along with past performance and technical and industry skills, align people to the roles that have the best “fit.”
  2. Improve communication skills by applying a general understanding of developmental perspective to guide leaders in improving interpersonal effectiveness. Instead of simply communicating with others as ourselves, we recommend communicating with them based on their perspective. Understanding the perceptions of others from a developmental standpoint can dramatically improve interpersonal effectiveness. This applies to staff, peers, bosses, clients, family members, and other stakeholders.
  3. Improving management and leadership by applying an understanding of developmental perspectives allows a leader to clarify the needs of employees. For example, Expert employees want clear and specific directions and guidelines so they can do their tasks “right.” Individualists want the freedom to determine the best approach to accomplishing tasks. Trying to manage these different developmental perspectives using the same approach will result in frustration and lost productivity.
  4. Comparing the organizational developmental level to your developmental level will help you better understand the organizational culture. Organizations develop along the same trajectory as people: they start with the need to establish basic rules and infrastructure and then move to more complex functioning as they progress through the organizational lifecycle. Understanding the culture will help you because, as an innovative leader, you are continually aligning your intentions and behaviors with the culture and systems of the organization. While we do not address organizational maturity in this book, if you are interested in learning more, you may reference Action Inquiry: The Secret of Timely and Transforming Leadership by William R. Torbert, included in the references section of this book.

It is helpful for you to understand your developmental perspective and the perspectives of those around you. You will not be testing everyone in the organization, but you will rather have a sense of the levels of key jobs or roles within the organization and use this understanding as input when designing your transformation initiative. Understanding how to apply this model effectively can greatly improve your communication effectiveness and interpersonal interactions with people who function at different perspectives.

photo credit: www.flickr.com Bryan M Mathers