Vertically developing talent through stages
Managers have two broad options in how to use their authority to serve the organisation at any given moment. They can perceive themselves to be in managerial mode delivering today’s outcomes within the relative certainty of the system as it currently exists, or stepping out of that mode into the less certain role called leadership. Their daily performance combines operational management of today’s needs along with a more strategic leadership role focused on tomorrow’s needs.
Evolving as a Leader
Based on research from the work on Seven Transformations of Leadership, by by David Rooke and William R. Torbert, published by Harvard,, there are seven stages of Adult Development. Throughout a lifetime, adults start at the first and can progress through the many levels to level seven. The closer you are to level seven the more able you will be to deliver on change, be a good director and manage internationally. Each level can be regarded as step change in competency from one level to the next,. It can take up to two years to progress from one level to the next and less than 20 % make it past level three. The categories are
| Action Logic | Characteristics | Strengths | % with this action logic |
| Opportunist | Wins any way possible. Self-oriented; manipulative; “might makes right.” | Good in emergencies and in sales opportunities. | 5% |
| Diplomat | Avoids overt conflict. Wants to belong; obeys group norms; rarely rocks the boat. | Good as supportive glue within an office; helps bring people together. | 12% |
| Expert | Rules by logic and expertise. Seeks rational efficiency. | Good as an individual contributor. | 38% |
| Achiever | Meets strategic goals. Effectively achieves goals through teams; juggles managerial duties and market demands. | Well suited to managerial roles; action and goal oriented. | 30% |
| Individualist | Interweaves competing personal and company action logics. Creates unique structures to resolve gaps between strategy and performance. | Effective in venture and consulting roles. | 10% |
| Strategist | Generates organizational and personal transformations. Exercises the power of mutual inquiry, vigilance, and vulnerability for both the short and long term. | Effective as a transformational leader. | 4% |
| Alchemist | Generates social transformations. Integrates material, spiritual, and societal transformation. | Good at leading society-wide transformations. | 1% |
Adult Development Programme
Research shows that leaders can transform from one action logic to another. The leader’s voyage of development is not an easy one. Some people change little in their lifetimes; some change substantially. Despite the undeniably crucial role of genetics, human nature is not fixed. Those who are willing to work at developing themselves and becoming more self-aware can almost certainly evolve over time into truly transformational leaders. Few may become Alchemists, but many will have the desire and potential to become Individualists and Strategists. Corporations that help their executives and leadership teams examine their action logics can reap rich rewards.
The programme consists of three stages. And can be delivered to individuals or for groups. It is to assess a participant’s action leader level and to develop a plan for development to move to the next level.
Detailed Outline
Session 1
- Complete the ‘Action Logic Level’ This can be done on-line and consists of several questions requiring a written answer, a sentence or two to complete the response
- An initial ‘Action Leader Level’ will be assigned at this stage
Session 2
- Undertake a series of one-to-one or possible group sessions to review the results of Session One
- This will result in a review and possible revision of the Action Logic Level the ‘Action Logic Level’
- The ability to build an empathic, trusting coaching relationships that achieve objectives and better performance outcomes
- Providing a method for individuals and teams to explore their strengths, potential, ambitions and options
Session 3
- Developing an individual plan, by coaching, to help you develop your skills to get to the next, or possible, higher level, within a timeframe.
Review Session
- Periodic reviews of progress – and adjustment of plans – Individual Coaching
- Note that these sessions can be included in standard coaching sessions
Feedback from clients who have worked with SCT to develop a coaching approach
Business Adviser : “To follow”
Operations Business “…To follow “