Central to assisting
leaders at various
levels to become individuals of excellence is our utilisation of the
Ladder of Leadership Competencies© as utilised in our
Leadership Awareness Audits.
of Leadership Competencies©
The Ladder of Leadership
Competencies© behavioural model, developed by TPBG, is
utilised to define, assess and measure the existing leadership skills
within an organisation from which a transparent skills development
process can be formulated that provides consistency of interaction
across divisions, companies and groups. Analysis within an organisation
based upon these competencies also enables the detection of the root
causes of managerial and leadership abilities or incompetence.
Work within organisations
can be divided
into seven domains, each of which indicates varying responsibilities
and levels of influence within the enterprise. This model therefore
serves as an effective analysis tool in the investigation and
definition of skills and abilities.
Further use of this
can then lead to the definition of a core set of leadership and
managerial competencies and behaviours within each of the defined
levels of work which can then be effectively utilised as an integral
development tool. Through ensuring the appropriate definition of
"level" based behavioural competencies, transparency regarding both
skills and behavioural competencies can be supported from the top down
and built from bottom upwards. This is where the Ladder of Leadership
Competencies© model comes in.
Once aligned with the
objectives of the enterprise the Ladder of Leadership
Competencies©model is applied. The focus is on a combination
of functional managerial abilities and leadership skills plus an
inherent focus on uplifting interpersonal effectiveness for the
leadership model to be effective. This approach supports research that
evaluates the current demands within effective business.
Utilising the Ladder of
Competencies©, a Leadership Awareness Audit commences with
one-on-one dialogue between an individual executive and a skilled
behavioural assessor. This is followed by an individual feedback
session where each of the participants is presented with their own
personalised individual development plan that is independently
presented and debated.
All of the information
the participating individuals is then documented into both an
individual feedback report and a total group assessment. Recommended
development roll outs are then tailored to meet specific individual and
group development needs. The identified needs are prioritised according
to the individual and organisational requirements. All future
interventions can thus be focused around the crafting of the identified
core competencies for the specific individual or group of participants.