Our purpose is to allow choice. The Definitive Leadership Competencies Guide is not a leadership competencies model. Some researchers will publish a concise definition of what their research proves is “real leadership.” That is not our intent. We do not suggest that every organization needs to adopt all 120 leadership competencies. Nor do we think every leader can excel at every competency. We suggest you choose what matters most to you. Many studies have tried to define the "most important" competencies. We don’t think that is our job. We think that is your job. After all, you know your organization best.
Our research is qualitative. Qualitative research tries to explain things based on information gathered from observation. Qualitative researchers study their topic and then summarize what they see into conclusions. The Definitive Leadership Competencies Guide was built on the foundation of strong qualitative research. The content and tools presented are not an attempt to propose scientifically or statistically quantifiably deductions. The purpose is to summarize the insights we have gained from our research and personal experience.
Our content is a broad-brush stroke. There is no way to define all it takes to do a leadership competency in its entirety. There are so many perspectives and situational realities, we think it is unwise and impossible to try and capture it all and claim nothing was missed. If any individual or organization thinks something has been missed in our guide, they should add it. Our intent is to spark the creative genius within people and organizations to finalize a solution that will propel them forward to meet their unique leadership development demands.
THE GUIDE'S SEVEN TOOLS
One of the most critical decisions in creating The Definitive Leadership Competencies Guide was the selection of the seven tools to define, assess, and develop each of the 120 leadership competencies.
We believe the foundational element to any leadership development strategy is the individual leadership development process. Mentoring, classroom training, job rotations, development experiences, special, programs, and coaching etc. are all viable, but they need to be built on top of the individual leadership development process, not in place of it.
Based on this belief, each of the seven tools in The Definitive Leadership Competencies Guide was selected for inclusion based on being, from our perspective, a required step in any successful individual leadership development process. These process steps, in no particular priority order, include helping leaders:
Comprehend why a leadership competency matters.
See the end result of what its performance looks like.
Understand the beliefs others hold who excel at it.
Learn the specific actions a leader does to perform it.
Self-assess their performance against the standard.
Recognize the potential pitfalls that accompany it.
Receive feedback about their current level of skill.
With these seven tools in hand individual leaders, leadership coaches, and small or large organizations have the foundation resources they need to begin building strong and effective leadership.