The values and beliefs of a leader are instrumental in determining the culture of an organisation. Organisational transformation begins with the personal transformation of the leaders.
The best way to improve your personal mastery skills is to receive regular feedback from your boss, your peers and your subordinates.
Provide a benchmark for a leader to see how they show up and how others experience them. Review what their assessors believe will help them develop on their leadership journey and create an action plan of next steps.
Carry out a second assessment and receive a new LDR and additional charts, which map changes from the previous review. Use this to build upon the leader’s action plan.
Chart additional progress in a third review, which shows development over the period and provides a view of possible next steps.
The LER is an extension of the Leadership Development Report (LDR). It is designed to support an ongoing leadership development programme by helping coaches and leaders understand the actions a leader needs to take to realise his or her full potential. The LDR compares a leader’s perception of his or her operating style with the perception of their superiors, peers and subordinates. The process is repeated on two subsequent occasions to track progress.
The LER starts in year one with an LDR, which shows a leader how their leadership style is perceived by their assessors and allows them to compare this to their own view of how they lead others. In addition, assessors will identify the 10 values/ behaviours which they believe will help the leader to become the best they can be. The report also identifies 26 areas, mapped to the Seven Levels of Leadership Consciousness Model, against which both leaders and their assessors have clarified to what extent they believe the area to be a strength, an area for development or not relevant in their current role. This data helps leaders and their coaches put together an action plan to support them in their continuing development.
On two subsequent occasions, the LDR process will be repeated but the report produced will be an LER which builds on the LDR and provides additional plots to show progress from the previous report(s). A table maps the percentage strength the leader demonstrates against each of the 26 behaviour statements over the period.
The LER uses a standard leadership values template. Clients can choose to customise this template at additional cost. Leaders are asked to go to a password-protected website to select ten values that most represent their operating style. They are then asked to rate themselves against a number of set leadership behaviours to state whether they believe these are strengths or areas for development. Fifteen to twenty assessors, chosen by the leader, select ten values that represent the leader’s operating style; ten values they believe are important for the leader to help them become the best leader they can be; rate the leader against a number of leadership behaviours; and any other comments they wish to give as feedback to the leader. The values and behaviours chosen by the leader and the assessors are mapped to the Seven Levels of Leadership Consciousness.
The LER should be analysed by a coach to highlight key strengths and development areas and progress made, as appropriate and is debriefed in a two-to-three hour feedback session. The leader and the coach together build and monitor a detailed action plan to improve the performance of the leader over the period.