Closing the Capability & measuring 21st Century Performance

I’m obsessed with Adaptation

Outside Looking In

How the world has changed

• Communication Localized & Delayed Mobile / Instantaneous• Workspace Fixed & Permanent Mobile / Flexible

• Knowledge Formal & Payed Deconstructed / Free

• Cycle time Years & Months Days / Hours

• Leadership Command & Control Distributed

• Structure Rigid Hierarchy Networked teams

• Product life cycle Years Months

• Focus Certainty & Stability Anticipation / Agility

• Business Focus Volume & Product Value & Information

Modes Manufacturing age Information age

We’re still looking backwards

<1% Less than 1% senior leaders and managers are

capable of executing their roles effectively

Data provided by Lectica from a global sample of over 3,014 leaders

Leadership Decision Making - The Facts

Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org

Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc

Level of Leadership capability based on Decision Making capacity

11.0

12.0

13.0

14.0

11.5

12.5

13.5

10.5 Advocated Linear Thinking

Early Systems Thinking

Early Principled Thinking

Late Principled Thinking

Advanced Systems Thinking

Early Paradigm Thinking

Late Paradigm Thinking

We’re not quite sure

Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org

Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc

The Level of Leadership capability based on Decision Making capacity

The Current Level of Role Complexity based on People Managed, and Task Demands

11.0

12.0

13.0

14.0

11.5

12.5

13.5

10.5 Advocated Linear Thinking

Early Systems Thinking

Early Principled Thinking

Late Principled Thinking

Advanced Systems Thinking

Early Paradigm Thinking

Late Paradigm Thinking

We’re not quite sure

Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org

Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc

Level of Leadership capability based on Decision Making capacity

Level of Role Complexity based on People Managed, and Task Demands

11.0

12.0

13.0

14.0

11.5

12.5

13.5

10 Years

15 Years

20 Years

25 Years

Were not quite sure, but it’s BIG !

8 Years

3 Years

Advanced Linear Thinking

Early Systems Thinking

Early Principled Thinking

Late Principled Thinking

Advanced Systems Thinking

10.5

Early Paradigm Thinking

Late Paradigm Thinking

We’re not quite sure

Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

The Gap Effect Businesses are failing to adapt to increasing

change & complexity fast enough, causing compounding problems at all organisational levels

So what’s causing the Gap?

GAP CREATOR 1

OUTDATED LEADERSHIP

MINDSETS AND

APPROACHES

Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org

Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc

Level of Leadership capability based on Decision Making capacity

Level of Role Complexity based on People Managed, and Task Demands

11.0

12.0

13.0

14.0

11.5

12.5

13.5

10 Years

15 Years

20 Years

25 Years

Were not quite sure, but it’s BIG !

8 Years

3 Years

Advanced Linear Thinking

Early Systems Thinking

Early Principled Thinking

Late Principled Thinking

Advanced Systems Thinking

10.5

Early Paradigm Thinking

Late Paradigm Thinking

We’re not quite sure

Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

The overriding theme of what I’ve been hearing from clients recently is that they’re a bit stunned –

shocked, actually – at how the leadership development programs they’d had in place were

not able to meet the needs of their business as we’ve gone through these tremendously

disruptive economic changes over the past few years.

Bill Pelster, Principal, Deloitte Consulting

GAP CREATOR 2

Waiting for

Certainty &

Stability

Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org

GAP CREATOR 4

Low level thinkers make

high level decisions

(recruiters)

Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc

Level of Leadership capability based on Decision Making capacity

Level of Role Complexity based on People Managed, and Task Demands

11.0

12.0

13.0

14.0

11.5

12.5

13.5

10 Years

15 Years

20 Years

25 Years

Were not quite sure, but it’s BIG !

8 Years

3 Years

Advanced Linear Thinking

Early Systems Thinking

Early Principled Thinking

Late Principled Thinking

Advanced Systems Thinking

10.5

Early Paradigm Thinking

Late Paradigm Thinking

We’re not quite sure

HR & Recruiting

GAP CREATOR 3

Low-level thinking

making high level

decisions

Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

GAP CREATOR 4

Behavioural

Assessments

Non Manager Pre-Manager Supervisor Mid-Level Upper Level Senior Top small Org Top Large Org

Level of Management Live Data - (N=3014) Data courtesy of Lectica.inc

Level of Leadership capability based on Decision Making capacity

Level of Role Complexity based on People Managed, and Task Demands

11.0

12.0

13.0

14.0

11.5

12.5

13.5

10 Years

15 Years

20 Years

25 Years

Were not quite sure, but it’s BIG !

8 Years

3 Years

Advanced Linear Thinking

Early Systems Thinking

Early Principled Thinking

Late Principled Thinking

Advanced Systems Thinking

10.5

Early Paradigm Thinking

Late Paradigm Thinking

We’re not quite sure

Levels of Work Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

Why are behavioural assessments letting organisations down?•Very little evidence of growth - change yes, development no

•Full of subjective opinions, biases and distortions

•No context

•Can’t accurately measure ROI

•Do not measure capability - they measure frequency and like-ability

•Use outdated benchmarks

•Summative in nature

What you can do about it ! Closing the gap

reco

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Use modern approaches to leadership development that master complexity

reco

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Redefine your capability benchmarks

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Hire or become a strategic HR Manager

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Use developmental assessments

•Statistically proven to double decision making capability in 1 year

•Entirely objective - no bias

•Context dependant

•Formative in nature - supplies specific “next steps”

•Clear ROI

•Current benchmarks

•Measures capability

•Developmental Level

•Perspective Taking

•Perspective Seeking

•Perspective Coordination

•Collaborative Capacity

•Contextual Thinking

•Decision Making Capacity

What skills do LECTICAL Assessments measure?

Relevant things to read

Recom

men

ded

Future Trends in Leadership Development

A White Paper

By Nick Petrie

Issued December 2011

WHITE PAPER

The How-To of Vertical Leadership Development–Part 230 Experts, 3 Conditions, and 15 Approaches

By: Nick Petrie

Future trends in Leadership Development Nick Petrie

The How-To of Vertical Leadership Development Nick Petrie

reco

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