The LVI is built around a patented Too Little / Too Much rating scale. Using this scale, the leader, working with their coach, can quickly distinguish their strengths from their strengths overused — as well as those areas they need to strengthen further to be more effective. These insights empower the leader to create a development plan for expanding their versatility and elevating their impact
100+ years of research in psychology and in management have identified two key aspects of leadership: the interpersonal how, and the organizational what. Typically, models developed by psychologists focus on the how; those developed by management thinkers emphasize the what.
The LVI embraces both: Forceful and Enabling behaviors address how a leader interacts with others; Strategic and Operational behaviors address what a leader focuses the organization on.
These are the things leaders do that researchers have identified over and over. They also tend to define them in pairwise fashion – task-oriented vs relationship-oriented, innovation vs efficiency, transformational vs transactional.
Further, executives routinely use these behaviors to describe each other’s performance. And we present them in the words and plain language that they use.
Most importantly, these behaviors fire the engines of organizational performance: Forceful behaviors create a sense of urgency, Enabling behaviors engage employees, Strategic behaviors define the future, and Operational behaviors execute the plan.
This is a behavior model – it defines specific behaviors that can be observed and, most importantly, that can be learned and adjusted. The LVI is intended for development.
But these behaviors can be found in most competency models used to manage performance. They are complementary tools: LVI feedback develops behaviors and as those improve, leaders get more effective – which shows up in a stronger competency profile.
First, we get input from the leader and their full circle of stakeholders. Everyone receives a link to an easy-to-use, mobile-enabled survey which most people complete in 10-15 minutes.
Communicated in simple graphics, the feedback helps the leader quickly see a clear picture of what they are doing well — and what they may need to adjust to strike a better balance.
Based upon their strengths, including strengths overused and the need to strengthen more, the plan specifies what they will do to become a more versatile leader.
First, we get input from the leader and their full circle of stakeholders. Everyone receives a link to an easy-to-use, mobile-enabled survey which most people complete in 10-15 minutes.
Communicated in simple graphics, the feedback helps the leader quickly see a clear picture of what they are doing well — and what they may need to adjust to strike a better balance.
Based upon their strengths, including strengths overused and the need to strengthen more, the plan specifies what they will do to become a more versatile leader.
The development plan is shared with all who provided feedback, so that they know they were heard, understand what behavior changes to look for, and can offer tips and suggestions. This team approach to development reinforces a culture of continuous improvement.
Several months later, coworkers can provide feedback on the leader’s progress via a mini-360 that is customized to the leader’s development goals. This creates an ongoing process that generates momentum through feedback about improvement and feedforward that pinpoints how to continue getting better.
The development plan is shared with all who provided feedback, so that they know they were heard, understand what behavior changes to look for, and can offer tips and suggestions. This team approach to development reinforces a culture of continuous improvement.
Several months later, coworkers can provide feedback on the leader’s progress via a mini-360 that is customized to the leader’s development goals. This creates an ongoing process that generates momentum through feedback about improvement and feedforward that pinpoints how to continue getting better.
Versatile leaders create greater employee engagement, commitment, and retention. They build more confident, more cohesive teams, with higher morale.
Versatile leaders also have teams and business units that produce a higher quantity, quality, and overall output.
And organizations that develop versatile leaders are more responsive to change, achieve better results, and remain more relevant over the long term.
"To know yourself as a leader, authentically and honestly, will ensure you have the impact on the world you were meant to have."
