This past year has resulted in a transformation for both The Leadership Circle and myself; a year ago I could have never imagined the powerful outcomes I’m currently witnessing.
The Leadership Circle Profile contains the most complete set of dimensions for increasing a leader’s or an organization’s innovative capacity, flexibility, and agility. However, this fact is only the beginning of the argument for why The Leadership Circle Profiles are designed for this outcome. The main reason has to do with the relationship between complexity and consciousness.
Last month we discussed how The Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. This Leadership Quarterly discusses Part Two on this topic—a case study example of how The Leadership Culture Survey describes precisely what is needed for a specific organization to be more agile, flexible, and innovative.
Flexibility, agility, and innovation are qualities most leaders and organizations want to acquire or amplify. Since these dimensions are not labeled as such in Leadership Circle Profile reports, it may seem that our assessments are not as effective as they might be at helping leaders and organizations make significant improvements in these areas.
Quite the contrary.
