Leadership development principles, approach and methodology

What characterizes the approach?

Holistic. The effectiveness of a leader is a function of not just thinking, but of emotions and moods, purpose and values, and their body. The best programs get to grips with all of these levels.
Deep. By the time an individual reaches forty, many aspects of their character will have begun to ossify. In areas such as conflict, speaking inspirationally, and working on teams the habits and predispositions will have started to form when they are very young and are hard to change. Superficial methods fail.
Longitudinal. Deep personal change does not happen during a two-day offsite. Leaders need new habits and new practices, and the gravity of relapse means they need help sustaining new behaviors.
Blended learning. A fashionable word meaning (in this instance) a combination of team-based learning, coaching, offsite sessions, developmental reading, and new personal practices.
Results-oriented. No organization or executive of today will commit anything like enough time unless the prize is very real for them. Program participants need clear performance and financial targets which they will realize with the program’s support.

Which methodologies are found?

Developmental models (Torbert’s Leadership Development Model, Grave’s Spiral Dynamics)
Personal change (Somatics, Linguistic Ontology, Mood, Vision-values)
Organizational Change (U-process, Systems Thinking,Integral change model)
Teams(Conversations of a team, dynamic modeling, Bion group theory)
Negotiation(Interest Based Negotiation, Conflict Styles Inventory)

For a more detailed description of some methodologies, please see:

http://www.paulgibbons.net/content/spirituality-they-body-language-and-leadership

Example of program goals using ‘Be, Do, Have’ framework

Example of program structure

There is an entire billion dollar industry devoted to taking the business’ temperature through surveys of all kinds. Most of those are a waste of money because there are few good doctors who know what to do next to reduce the fever!

In order to be an inspirational leader, you need to first be inspired.

Culture Change is the most talked about and most infrequently achieved change in the business arena. Everybody says they want it, few are prepared to do what it takes.

Great talent development and a high-performance culture are key differentiators between world-class businesses and the mediocre. Sadly, few organizations know how to sustainably produce those.

What Gandhi taught us about leadership is that it is an inside job. He was shy, bookish and incapable of giving a public address. He knew he could only change India as quickly as he could change himself.

We don’t think a moral person is someone who merely obeys the law. We set the bar higher. Contrary to Milton Friedman, the same applies to businesses: an ethical business must have higher standards than simply avoiding the courts.

Nelson Mandela used to jog in place daily in his toilet-sized cell. Why? Despite being twenty years into a life sentence with no hope of reprieve, he said “one day I will lead my people to freedom, and to do that, I will have to be fit.” That sort of resolve is sadly missing from most of today's business leaders.

360 degree feedback is a recipe for mediocrity. If Winston Churchill scores 7 out of 7 for inspiration, how come so many business leaders score between 5.5 and 6 on 360 degree instruments. If raters standards dervie from those they see around them, we have a recipe for mediocrity.

Most of my life, I’ve had an IQ above 160. However, I’d trade 20 of those points, for 20 character-quotient points any day. The latter are much more valuable and much harder to come by.

Spirituality is essential for human flourishing. By that I mean living a life of meaning, connectedness, values and purpose. However, the connection with religion makes the word taboo. Leadership development requires working very hard on a leader’s spirituality, but never call it that.

Paul Gibbons

Leadership development principles, approach and methodology