The Director Competency Framework is designed for company directors and senior leaders. Using three dimensions – knowledge, skills and mindset – the framework provides an accessible, measurable and achievable guide to the skills and behaviours required to become a better director.
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Real leadership is inspiring, stirring, and unexpectedly effective. This leap towards genuine leadership only happens through deliberate development, increasing a leader’s effectiveness by helping them move from reactive leadership to an integral approach.
While good leadership is always inspiring, the process of becoming a great leader involves work. But work is only effective when it’s moving in the right direction. That is why it is critical to build your leadership development plan on a foundation of data. By participating in a Leadership Circle Profile, leaders can discover their strengths and use our incredible dataset to see exactly where they stand and what they need to do to improve. In short, we provide the data and direction, you provide the effort.
From stand-alone assessments, to full-length organizational transformational engagements, we partner with you to provide what’s needed now.
Great leadership takes conscious practice to develop, and that practice starts with deep awareness. The Leadership Circle Profile™ is the first step to build awareness in a leader of their strengths and areas for development.
The most comprehensive leadership assessment system available, The Leadership Circle Profile is the first competency tool to measure both the inner and outer attributes of leadership. Organized into a powerful system for understanding human behavior and development, the Leadership Circle Profile provides unparalleled insight into how leaders lead—and opportunities for growth.
Leadership Circle Profile™
Integrating the Field of Leadership with the most comprehensive 360° Leadership Assessment
The Leadership Circle Profile™ (LCP) provides a detailed snapshot in time, enabling leaders to answer the question: “How are my behaviors and mindset enabling or constraining my intended leadership impact and our business performance?”
The Leadership Circle Profile is the only instrument that measures the two primary leadership domains — Creative Competencies and Reactive Tendencies. It measures underlying beliefs and assumptions—the habits of thought that run much of our behavior. As leaders gain these insights, they have much higher leverage to make transformative change.
LCP reflects and synthesizes a diverse body of scientific research. We continue to evolve the LCP to remain the leading edge and global standard in assessment methodology. The Institute for Psychological Research and Application (IPRA) has confirmed through rigorous statistical and methodological analyses that “The Leadership Circle Profile is an internally consistent, valid measure for leadership development. The psychometric properties of Leadership Circle Profile are strong.”
Unlike a typical leadership assessment, a 360° leadership assessment gathers feedback from all levels a leader needs to be competent – bosses, associates, and peers, and direct reports to evaluate a leader’s leadership skills, attitudes, influence, overall effectiveness, and other key leadership competencies. Leadership Circle Profile is unique because it is the only 360° assessment that measures Creative Competencies and Reactive Tendencies, combining leadership’s inner and outer attributes. This 360-degree assessment feedback gives the leader greater insight into how they are perceived, including strengths and current limitations in their leadership effectiveness.
“Competency” and “capability” are two terms that pertain to human ability. They are often mentioned in many Human Resources related materials, as well as in career and job communications.
“Capability” is the term that describes the quality of being capable. It is the condition that permits an individual to acquire the power and ability to learn and do something within their capacity. “Capability” is also known as implied abilities, or abilities that are not yet developed.
A person with a capability has the potential to acquire a specific ability or skill that will be helpful in a task. The learned skill or ability adds to a person’s knowledge bank or skillset. Capabilities also improve the functions of a person, which can lead to more productivity. New skills and abilities make a person more capable to complete a certain task, which in turn makes them a more suitable candidate for certain job positions.
With time and practice, capabilities can develop into competence. Capabilities serve as the starting point of being able to do something and gradually becoming more adept in performing the task.
“Capability” is derived from the Middle French word “capabilité” and Late Latin word “capābili”. The word was first used in 1587; however, its meaning in today’s usage (underdeveloped skill or faculty) only evolved and was used starting in 1778.
On the other hand, “competence” is the state or quality of an individual’s work. A person and their work can be evaluated as competent if the performance is considered “satisfactory” but not “outstanding.” Competence can also be applied to the improvement or development of one’s abilities and skills for the benefit of the person and the group or institution they represent. The improved skills and abilities are applied to tasks or jobs.
Competence can also result in an increased quality of work or performance. In return, the work and performance will produce more satisfying and favorable results from other parties like clients, bosses, and other relevant individuals.
Competence starts as a person’s capabilities. In a sense, competence is the proven abilities and improved capabilities. Competence can include a combination of knowledge, basic requirements (capabilities), skills, abilities, behavior, and attitude.
“Competence” as a word has its origins in 1632 in the French word “competence” (meaning of sufficient living in ease) and further in the Latin “competentia” (which means agreement or symmetry). However, the modern meaning of the word (sufficiency to deal with a situation or task) didn’t come into existence until 1790.
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Capability-based strategies are based on the notion that internal resources and core competencies derived from distinctive capabilities provide the strategy platform that underlies a firm's long-term profitability. Evaluation of these capabilities begins with a company capability profile, which examines a company's strengths and weaknesses in four key areas:
Then a SWOT analysis is carried out to determine whether the company has the strengths necessary to deal with the specific forces in the external environment. This analysis enables managers to identify:
The picture identified by the SWOT analysis helps to suggest which type of strategy, or strategic thrust the firm should use to gain competitive advantage.
Stalk, Evans and Schulman (1992) have identified four principles that serve as guidelines to achieving capability-based competition:
Capability-based strategies, sometimes referred to as the resource-based view of the firm, are determined by (a) those internal resources and capabilities that provide the platform for the firm's strategy and (b) those resources and capabilities that are the primary source of profit for the firm. A key management function is to identify what resource gaps need to be filled in order to maintain a competitive edge where these capabilities are required.
Several levels can be established in defining the firm's overall strategy platform (see figure).
At the bottom of the pyramid are the basic resources a firm has compiled over time. They can be categorised as technical factors, competitive factors, managerial factors, and financial factors.
Core competencies can be defined as the unique combination of the resources and experiences of a particular firm. It takes time to build these core competencies and they are difficult to imitate. Critical to sustaining these core competencies are their:
Durability - their life span is longer than individual product or technology life-cycles, as are the life spans of resources used to generate them, including people.
Intransparency - it is difficult for competitors to imitate these competencies quickly.
Immobility - these capabilities and resources are difficult to transfer.
References
Rowe, Mason, Dickel, Mann, Mockler; "Strategic Management: a methodological approach". 4th Edition, 1994. Addison-Wesley. Reading Mass.
Stalk, G Jnr., Evans, P. and Schulman, LE. 1992. "Competing on capabilities: the new rules of corporate strategy". Harvard Business Review, Vol.70, No. 2, March-April, pp. 57-70.
Prahalad, CK. and Hamel, G. 1990. "The Core Competence of the Corporation". Harvard Business Review, May-June, pp. 79-91.
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