Leaders

TCI's Guided Change leadership program helps mangers develop six key areas of leadership. TCI helps leaders leverage their strengths and address any hidden weaknesses that sabotage success. Often, leaders are thrust into these roles due to their content expertise -- and are ill-prepared to be managers.  TBA provides both new and experienced leaders with new tools to achieve success. And, our graduates enthusiastically use what they have learned to increase the success of the people in their charge. TCI's leader development program can make all the difference in whether a potentially good leader becomes a great one over time.

THE KEY QUALITIES OF EFFECTIVE LEADERSHIP:

Authenticity ~ Inspiration ~ Motivation ~ Relational ~ Managerial ~ Systemic

Each of these qualities is vital to successful leadership and effective executive performance. If even one of these qualities is weak, a leader’s efforts are less likely to succeed. This program develops “full-spectrum” executives who know how to bridge the gap between innovative leadership and traditional management. Another way to think of these key qualities is that they are not unlike a car that needs all four wheels and an engine to get you to your destination. 

#1. Core Identity – The quality of self-referencing identity and values for decision making; calmness, good character, self-esteem, presence and integrity. It acts like a gravitational force that holds your life together and makes you feel that things are aligned and in balance. Core Identity represents such personal qualities as self-esteem, personal awareness, calmness, and a sense of well-being.

Executives who are strong in Core Identity tend to be Authentic Leaders who are known for walking their talk and having integrity. They are calm, steadying influences in their organizations, voices of sanity during chaotic times. They typically have sufficient self-awareness and personal confidence to hold the center of the organization, bringing people back to the essence of the organization, guiding principles, or originating reason-for-being as the key reference points for making major decisions.  Leaders who are weak in Core Identity are often perceived by others as lacking a strong sense of self. They also may not appear to have an adequate center or a guiding code of values/ethics. Consequently they can be easily thrown off-balance. This makes them less reliable, trustworthy, or capable of holding things together during crises.

Quality #2. Vision - The quality of thinking, planning, examining assumptions; the ability to stimulate innovation and the development of knowledge. It represents such personal qualities as optimism, inspiration, inventiveness, clear thinking, planning for the future, a positive attitude, the ability to think outside the box, and the capacity to learn.

Executives who are strong in Vision are Inspirational Leaders. They tend to be positive, optimistic, innovative, creative, eager to learn, and often have the ability to bring these same traits out in those who work for them. Inspirational executives help their employees see an ideal future and find inventive ways of removing obstacles in the way of getting there. They tend to be articulate, knowledgeable, and good humored. They often excel at teaching, planning, seeing the big picture, and making shared dreams come true. Individuals who are weak in Vision are experienced by others as being unclear about what they want to create for the future, or perhaps afraid of what lies ahead. As a result, these leaders generate concern, lack of confidence, or confusion about the direction they are taking the organization

Quality #3. Mission – The quality of moving decisively into action and motivating others to do the same. Clearly prioritizing, focusing attention and energy. This element represents the willingness and desire to act. It includes discipline, pride, one pointed focus, commitment, the fire in the belly that characterizes self starters, and the raw energy and can-do attitude to accomplish goals.

Executives who are strong in Mission are Motivational Leaders who excel at propelling themselves and others into decisive action. They often have a 'just do it' attitude, crashing through barriers with the power of their passion, dedication and commitment. They generate pride and a sense of purpose in their employees. Such fiery, high energy individuals often require their followers to be disciplined self-starters who meet specific goals and are rewarded according to what they have accomplished. People who are weak in Mission may be feeling apathetic, burned-out, hesitant, or confused about organizational priorities (particularly if these have been shifting). In turn, their workers will reflect their lack of energy, confidence, focus, pride, commitment, or willingness to act decisively

Quality #4. Interactions – The ability to connect with others, good communication skills, empathy, presentation skills, strong emotional intelligence. It is reflected in how well you understand your own internal workings and how well you relate to others. This includes your communication skills, empathy, emotional intelligence, appropriate behavior and self-control.

Executives who are strong in Interactions are people-smart Relational Leaders. They tend to be good communicators with strong emotional intelligence. Typically, they treat people with such respect and care that they are able to enroll everyone in accomplishing the mission of the organization, achieving its vision, honoring its values, and fairly sharing resources. Such leaders are comfortable with diverse individuals; they often serve as bridge builders within the system and broker strong partnerships outside the organization. They are likely to have high staff loyalty and retention.  Individuals who are weak in Interactions are uncomfortable with the people component of leadership. They may not be able to communicate well, build consensus, or demonstrate sufficient care and respect. If their workers do not feel connected to them, the organization will lack the glue it needs to retain its talent during times of stress

Quality #5. Structure – Good habits, ability to implement, organize, follow-through on details. Managing resources wisely, building infrastructures that make results possible. This is the most tangible and visible of all the elements. It shows up in your life as your daily habits, the way you take care of yourself, your personal resources, and the results of all your efforts.

Executives who are strong in Structure are meticulous managers of resources and careful stewards of the bottom-line. These leaders are often good at building the necessary infrastructures, policies and procedures to make the organization function smoothly on a daily basis. These Managerial Leaders often excel at maintaining high quality standards to ensure that an organization’s products and services meet or exceed standards, and that they are delivered on time to customers. People who are weak in Structure tend to pay inadequate attention to financial management or the oversight of daily operations and logistics. They may be unable to control costs, keep expenses within a budget, stay on time to meet critical deadlines, or secure and maintain sufficient resources for the organization to thrive

Quality #6. Synergy – The somewhat magical quality that occurs when all the 5 elements are working together to multiply each other’s effects. It results in a systemic approach to problems. Synergy is the context, the whole that holds everything together and that is greater than the sum of its parts. Synergy shows up as a certain magic or ease in life, relationships and work.

Executives who are strong in Synergy are Systemic Leaders who put into action the adage that 'the whole is greater than the sum of its parts.' They pay attention to the entire organization so they can leverage efforts in one part of it to benefit other parts. This results in an accumulation of activity, rather than its dissipation. Over time, a virtuous chain reaction can build to a tipping point where activities that once required extreme effort are now easy. Systemic Leaders often appear to be lucky or 'miracle workers' who get results that no one else can match. People who are weak in Synergy are likely to feel that they are working much too hard. They tend to not recognize ways they can connect and leverage efforts. In turn, this results in duplication of effort and wasted time or energy. They also tend to be highly reactive, operating in high-adrenaline emergency mode - which is exhausting for everyone.

 

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