I don’t know about you, but when I orient my life toward bold purpose, I come quickly to understand that this is inherently risky. I have long wished for a safe way to go about this but I haven’t found one. The natural inherent tension in clarifying and focusing on purpose is that it immediately raises the possibility of risk. I’m an entrepreneur with a growing global business, so I understand that pursuing purpose puts me at risk all the time.

How does this tie into the Leadership Circle Profile? When you receive the results of your Leadership Circle Profile, you get data that is actually organized around this core tension. In other words, the extent to which you orient your leadership toward purpose or safety will show up in your Leadership Circle Profile. For example, if you are oriented toward purpose, vision, and contribution, you are likely to see stronger scores in the top half of the circle but, if you are oriented more toward safety, then you’re going to receive stronger scores in the bottom half of the circle.

When we orient our life and our leadership toward creating what matters most, and that is the primary driver, we are in what I call, Creative Structure or Creative Structure of Mind. When our primary focus is oriented toward staying safe, then we are more likely to live and lead out of a Reactive Structure of Mind—running the behavioral strategies that you run when you get threatened.

Although The Leadership Circle Profile can be used as a thorough competency assessment, it also provides an indication of how much of your life energy and orientation is in either the Creative or Reactive Structure. If you are more focused on safety, you will be acting in a way Larry Wilson called, “Playing-Not-To-Lose”, and you will be more likely to operate in a Reactive Structure. These behaviors are the Reactive Tendencies which will show up in the bottom half of the circle in your Leadership Circle Profile.

You can also use the assessment to get a clearer sense of how you’re performing as a leader. Contrarily, the top half of the circle indicates the extent to which your leadership is oriented toward forming your purpose into a vision that is both strategic and lofty–strategic because it sets a direction in which the organization will thrive, and lofty because it captures your imagination and that of others.

To view a video presentation of Bob Anderson presenting the information in this article, click here.

Download the entire White Paper here.

Focus on Achievement

The Leadership Circle’s research suggests that leadership effectiveness is highly correlated with competency in Achievement behaviors—most highly when purpose and vision are clearly understood, articulated, and modeled. Here are some questions to consider:

• Do I have a clear sense of the higher purpose my work serves?
• Can I describe, vividly, what the world around me will look like if I live my purpose to its fullest?
• Do I feel inspired when I speak about my purpose and vision?
• How can I behave, right now and throughout my days, in ways that demonstrate that my purpose and vision are already true?

Create or Modify Structures

At The Leadership Circle, we believe structure determines performance. For example, if we want to improve our fitness, we need to schedule workouts and identify the exercises for those workouts; research also suggests that working out with a buddy enhances the likelihood that we will actually work out regularly. These are just a few examples of structures that enhance your ability to achieve fitness goals. Here are a few questions to consider in relation to achieving your vision and goals:

• What relationship structures do I need to create or modify?
• What daily scheduling structures do I need to create or modify?
• What project management structures do I need to create or modify?

Harvest the Gifts of Your Shadow

It is important to remember that Reactive tendencies are not bad. These are the behaviors we have adopted that have served us—to a point. But ultimately, we face limitations when we rely too heavily on our Reactive strategies. To become better leaders, we can shift to a Creative approach and the seeds for making that shift can be found in our Reactive tendencies. Here are some questions to begin to make the shift from over-reliance on Reactive Strategies:

• What are the strengths and gifts to be found in my Reactive tendencies?
• What are some balancing behaviors that would elevate these strengths to a more Creative level?

In The Leadership Circle’s Authentic Leader Workshop, we have a session that’s all about harvesting the gifts of your Reactive tendencies. I recommend it highly.

We hope you’ll take time as the new year begins to apply to yourself what you help others do all year long. We wish you a healthy, peaceful, and prosperous 2012.

The paper covers four primary topics:

• Why most organizational change efforts fail
• A model that enables truly effective management of change
• The most powerful leverage point for leaders in creating real and sustainable change
• An accessible approach to leadership development that can produce significant, sustainable, breakthrough results

We invite you to download The Spirit of Leadership (alternatively, you can view all of our White Papers by choosing the “Resources” tab at the top right side of the page, then “White Papers”). This document is a foundational summary of our approach. If you’ve read it before we recommend you read it again. If you want to become familiar with our thinking this paper is essential.

In a recent Leadership Quarterly article I stated, “In a world of escalating global complexity, many leaders find themselves ‘in over their heads.’ This phenomenon results when the leader’s ‘Operating System’ is not complex enough to match the complexity of the challenges facing the leader. In this case, the leader needs more than skill development. The leader needs to develop greater complexity of mind.” (See the April 2011 Leadership Quarterly for a more in-depth discussion about why a competency-only based approached to leadership development is inadequate.)

When organizations are struggling with a lack of flexibility, agility, and innovation, more often than not they are trying to lead the way through complexity from a Reactive mindset. The Reactive mind is simply not complex enough to have the flexibility, agility, and creative innovativeness that is required. Furthermore, research strongly suggests that full-blown vision and strategic capability do not emerge until leaders are functioning at the Creative level of mind and Systems Thinking does not emerge until leaders mature into the Creative mind and beyond.

The real answer to the dilemma of escalating complexity and the demand it makes on leaders and organizations to be flexible, agile, and innovative, is not achieved by merely adding a couple of additional competencies to an assessment. The answer lies in expanding the leader’s complexity of mind. That is, creating a fundamental shift of mind from the Reactive “Operating System” to a Creative one. This is a far more complex task than can be accomplished by simply adding a dimension called Agility or Innovation to a competency assessment.

This is the third and final part of a three-part series on how the Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. Part One gave an overview into Flexibility, Agility, and Innovation, and explained how these three qualities are essential in a leader, despite not appearing explicitly on The Leadership Circle Profile. Part Two presented 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.

About The Leadership Circle

The Leadership Circle represents an advancement in state-of-the-art of leadership development. This advancement springs from a more thorough and integrated approach to leadership—one that encompasses the best of what we know about competency development with the best of what we know about the development of the leader’s complexity of mind. It is a complete system of leadership development that integrates into one approach how Creative Competencies can be developed, Reactive leadership styles reduced, and the complexity of the leader’s mind expanded to be more flexible, agile, innovative, and creative; that is, capable of effectively leading in the midst of complex and fast changing business realities.

A Case Study in Brief

I was recently asked to consult with the senior team of a large global company with revenues in excess of $10 billion. I was introduced to this team by one of the consulting organizations that uses The Leadership Circle assessments. They had just conducted our Leadership Culture Survey with the top three levels of this organization. They asked me to sit in on the survey feedback and interpret the results with the senior management team. I knew very little about the organization and so I confined my comments to what I saw in the numbers outlined in brief below.

The Leadership Culture Survey Organizational Report Graphic for the top 80 managers in this organization is displayed in Figure 1. A complete description of the Leadership Culture Survey is beyond the scope of this article; however, a brief introduction will aid in understanding how the results in this case served to initiate a very powerful discussion about the organization’s ability to agilely and flexibly innovate.

Figure 1: Leadership Culture Survey Organizational Summary Report Graphic

The Leadership Culture survey measures 31 dimensions of an organization’s leadership culture. These 31 dimensions are grouped into eight Summary Dimensions and are displayed in Figure 1. The survey measures both the current culture (the culture you have) and the envisioned culture (the one you want) on each of these dimensions. With a brief look at the results displayed in Figure 1, it becomes obvious that the current depiction of the Leadership Culture (in green) is very different from the desired/optimal Culture (the Red Line).  The current leadership culture is slightly more Reactive than Creative (a 45 percentile culture overall, just below the norm for leadership cultures measured with this assessment), while the optimal culture is described as very Creative (a nearly top 10 percentile, high performing culture). Clearly this senior management team is saying that in order for their business to thrive, they need to make a significant shift in they way they are leading the business—from Reactive to Creative.

To understand the story of how these results relate to innovation, flexibility and agility, we need to look deeper into the data—at highest and lowest sub-dimensions measured in the survey. In the Leadership Culture Survey report, the 31 sub-dimensions are sorted from highest percentile score to lowest. I have selected out the top and bottom of these lists to elucidate the key patterns in the results. A simple look at the data tells a very clear and compelling story that has everything to do with this organization’s flexibility, agility and innovativeness. These results are listed in Table 1 and Table 2.

The strongest influences in the current leadership culture of this organization (top left of Table 1) suggest an overly conservative, cautious, bureaucratic, and even passive culture. The driving energy is to go along to get along (Belonging) and not rock the boat. This cautious culture may be driven by a top-down, aggressive, if not arrogant, influence on this leadership team. What is most missing from the leadership culture of this organization (bottom left of Table 1) is a clear and bold vision of its future, and vision that is being translated into a customer focused strategy. In addition, this organization lacks well-refined systems for executing on those strategies. In short, the senior members of this organization are saying that they are too cautious and conservative to be sustainable.

Table 1: Current and Optimal Leadership Culture

In the column on the right of Table 1 is the envisioned culture. This column describes quite precisely what the senior leaders in this organization know they need to move toward (upper right of column) in order to establish and sustain high performance. They need what is at the bottom of the list on the left. In other words, they know they need to take the weakest elements in their leadership culture and turn them into strengths. They need to become a bold (not conservative) purpose and vision driven organization. They need to get good at working as a team to develop strategy. They need to design or refine their systems for executing on the strategy expeditiously. They need to develop the capability to be courageous, honest, and direct with each other in order to make the tough decisions that will move those strategies forward. In order to do all this, they need to significantly reduce the conservative, bureaucratic thinking that is currently driving the organization. They also need to reduce the arrogant and critical way that they engage one another in order to have the kinds of conversation that will allow them to work together effectively (notice that these elements move from the top of their current culture list on the left to the bottom of the optimal culture list on the right).

Table 2 summarizes the biggest gaps for this organization between their current leadership culture and their optimal leadership culture. If they can close these gaps, they will be well on their way toward being a flexible, agile, and innovative organization.

Table 2: Biggest Gaps Between the Current and Optimal Leadership Culture

The simple, yet powerful views displayed above (which come out a more extensive Leadership Culture Survey report) provided windows into the secret conversation that this leadership team was having with itself—the conversation that had not yet made it to the meeting rooms. As the top management team explored together the implications of these results, they naturally moved into a conversation about their business that they had been wanting to have, but, for one reason or another, could not. They were able to acknowledge that the patterns in the data accurately described the unsustainable way they were leading and that they needed to become much more creative, innovative, bold, strategic, and agile. After the meeting they commented that it was one of the best meetings they had ever had as a senior management team and the CEO took me aside and thanked my saying, “I have been trying to tee this conversation up for some time. Now we are in it.”

This example shows how the rich assortment of well-researched Creative Leadership Competencies and Reactive Leadership Styles combine in the Leadership Circle assessments to establish a very clear picture of how this (or any) leadership team can create a culture that, by any measure, would be characterized as flexible, agile and innovative.

This is the second of a three-part series on how the Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. The previous Leadership Quarterly included Part One on this topic – an introduction into Flexibility, Agility, and Innovation, and how these three qualities are essential in a leader, despite not appearing explicitly on The Leadership Circle Profile. The next Leadership Quarterly will contain Part Three, which explores how The Leadership Circle assessments are designed to embed this higher-order capability into the consciousness of the Leadership system of the organization—to enhance the complexity-of-mind of the leader, and the organization’s leadership system, to be well matched to the complexity of business challenges.

Bob Anderson, Founder and CEO of The Leadership Circle, unveiled his Leadership Imperative in May 2011 at a leadership conference in Sydney, Australia. “As the effects of globalization set in, leadership development must keep pace with the rate of change.” According to conference organizers, this call is making demands of us that are unprecedented in history. Bob’s keynote addressed the following question: “Are we evolving our conscious practice of leadership at a pace which meets the escalating complexity of our times?”

A full version of his speech is available here.

Sections of his speech (by topic) can be viewed in our YouTube channel by selecting from the links below:

1. The Leadership Dilemma of Adaptive Challenge
2. The Importance of Developing Leadership Complexity
3. How Leadership Relates to Stages of Development
4. How to Manage Your Sense of Self as a Leader
5. Complexity Requires Creative Leadership
6. Unified Theory and the Complete System for Leadership
7. How Patterns Bring Meaning to Assessment
8. Interpreting the Leadership Circle Profile 360
9. The Optimal Path for Leadership Development
10. New Research on Leadership Effectiveness
11. Evolving Higher Levels of Leadership

Quite the contrary.

The Context

Leadership and organizational flexibility, agility, and innovation are a key focus in organizations today, and with good reason. In the most recent 2010 IBM CEO study, which is based on the interviews of over 1,500 CEO’s worldwide, two primary themes emerged that had not appeared in previous studies. The first theme was managing complexity and the second was developing the creative capacity in the organization to innovate in response to the shifting marketplace demands—in a world of escalating complexity.

Leaders have been talking about the increasing rate of change for years, but escalating complexity is a new and emerging trend. Simply put, not only is the rate of change increasing, but so is complexity. Escalating complexity results from rapidly shifting marketplace dynamics in a global business environment of increasing uncertainty, ambiguity, volatility, and market disruption. The IBM CEO study stated that, “Most CEO’s seriously doubt their ability to cope with rapidly escalating complexity.”

The ability to thrive in an increasingly volatile world depends on the second theme that emerged in the study. CEO’s worldwide are asking the question, “How do we develop the creative capacity in our leadership and throughout the organization to respond to rapidly changing marketplace demands and dynamics?”

These emerging themes and trends place a premium on the very thing some of our customers ask about—flexibility, agility, and innovation. Leaders need to design organizations so that they are flexible and agile in responding to constantly changing markets. Beyond creating new products and services, the organization’s capacity to reinvent itself demands an emphasis today on the kind of flexibility, agility, and innovation that will determine the organization’s success.

The Leadership Circle could not be better positioned to help leaders and organizations develop the kind of leadership called for in the CEO study. The future (we are already in) requires leaders to not only be able to manage complexity, but lead their teams and organizations through it. A future of escalating complexity requires leaders who can innovate on behalf of the organization, redesign the organization so that it is fit for its purpose in this new global landscape, and develop the operational agility to implement change and execute on strategy. The CEO study called this kind of leadership “creative leadership.”

This is precisely what The Leadership Circle assessments are designed to develop.

We need to approach the question around flexibility, agility, and innovation in two ways.

1) Explore how the unique dimensional structure of The Leadership Circle is ready-made for addressing innovation, agility, and flexibility.
2) Demonstrate how The Leadership Circle assessments are designed to enhance the leader’s “Operating System” for the kind of creative leadership for which the CEO study is calling.

Innovation

How do we help leaders create a more innovative organization when there is no dimension on the Leadership Circle Profile circle called innovation? Simply put, many of The Leadership Circle dimensions are foundational elements of innovation.

For example, consider the Summary Dimension in all of our Profile reports called Achieving. The heart of this dimension includes all the research and theory on high achieving leaders going back to McClelland’s research on Achievement Motive in high achievers. It includes research that has been done in the area of Success Literature. It also includes Robert Fritz’s seminal work on the Creative Orientation. In short, the Achieving Dimension is the heart of the innovative or creative process as described by Fritz and others. It starts with an abiding and purposeful focus on a vision. That vision is distilled into strategy and results, which drive decisions. This is the Achieving Dimension, and it is all about innovating and creating the future. An organization characterized by high Achieving is naturally innovative.

There are many other dimensions of our assessments that contribute to the innovative capacity of the organization. For example, Teamwork and Cooperation are required if ideas are to come to fruition. Courageous conversations are always required in the midst of significant innovation and change. If there is a breakdown in any of these dimensions, innovation can be quickly undermined. In summary, the top-half of our assessment report comprises a whole set of competencies that support innovation.

Flexibility and Agility

Tasked with more than innovation, these same leaders must develop flexible and agile organizational systems—systems that can adapt quickly to rapidly developing trends and changing market conditions. The agility of an organization is primarily a function of organizational design. Are the processes that translate your organization’s strategy into execution designed for rapid change? If not, then the organization lacks flexibility and agility.

For this very purpose, our assessments include the System Awareness Summary Dimension. The focus in this set of dimensions derives from years of leading-edge research and thinking by Peter Senge, Marv Weisbord, Russ Akoff, Bill Adam, and others who have pioneered the field of system thinking and organizational design. An agile organization is designed very differently than one that is slow to respond to changes in the environment and the System Awareness Summary Dimension helps leaders develop the awareness and capability to reinvent the systems that determine organizational performance.

Again, the dimensions in the top-half of Leadership Circle Profile reports combine to form the foundation for flexibility and agility. For example, the dimensions, mentioned above, that contribute to innovation, also contribute to leadership and organizational agility. If an organization can innovate, and its system is designed for that purpose, the organization will be agile. By the same token, if the system is not designed for agility, an organization is unlikely to be able to innovate at the pace of change and escalating complexity.

Reactivity Interrupts Flexibility, Agility, and Innovation

In the bottom-half of our Profile reports are a set of dimensions called the Reactive Dimensions, each of which, if too strong, interrupt the creative, innovative process and leaves the organization less flexible and less agile. For example, when a leader or an organizational culture is defined by Complying, rapid innovation is simply not possible. Complying results in too much caution, bureaucratic thinking, conservative strategy, and stuck action to allow for innovation. The same can be said for Controlling leaders and cultures. The more over-controlling a culture is, the less open, flexible, agile, and innovative the organization becomes.

To sum up, each of our assessments comprises a complete set of dimensions for developing flexibility, agility, creative, and innovative capability in individual leaders and within the leadership system of the organization.

Recently, I was asked to consult to the top team of a global manufacturing organization. The issue that they needed help with was simply put, “We have reached a ceiling in our sales and have been unable to punch through it.” After a year of working with that team, which included the use of the Leadership Culture Survey, the Leadership Circle Profile, the Authentic Leadership workshop and coaching with each member of the team, the organization increased sales by 20%. Their Leadership Culture Survey results jumped from the 50th percentile (the industry standard) to the 75th percentile. In my last meeting with the CFO, he said, “Let me tell you what is different about this organization from a year ago. We just completed discussions about the acquisition of a business that would have doubled our size. As you know, the CEO (the owner of the company) wanted this to go forward in the worst way. He wants to retire and leave a legacy of having grown a very large and successful company. But, when I looked at the numbers, they just weren’t there. This made for a very delicate and politically sensitive conversation. In the end, we decided not to acquire this business and we all felt good about the decision. A year ago we might have made the same decision, but it would have taken months and it would have been a painful process. We did it in three days and it was fun. That’s what’s different.”

Needless to say this is a much more flexible, agile, and innovative leadership culture than was in place a year earlier.

This is the first of a three-part series on how the Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. The next Leadership Quarterly will include 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. Part Three will explore how The Leadership Circle assessments are designed to embed this higher-order capability into the consciousness of the Leadership system of the organization—to enhance the complexity-of-mind of the leader, and the organization’s leadership system, to be well matched to the complexity of business challenges.

Custom Certification Programs
This three day certification program can be delivered to your group of coaches/consultants at the location and on the date(s) of your choice.

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Logistics will be sent to you after you register.

Schedule:
Starts at 8:30 a.m. and ends 5:00 p.m. each day. Last day of each certification ends at 4:30 p.m.

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TLCP Certification includes your personal Leadership Circle Profile. If you have not completed the Profile, we will get that process started when you enroll.

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TLC is confident that you will find this program to be a powerful and rewarding learning experience. We back up this claim with a 100% Money Back Guarantee: if for any reason, this program does not meet your expectations, you are entitled to receive a full refund of fees paid. Conditions for refund include: You must be present for entire program each day, participate in all exercises, and request your refund in writing and submit it to program facilitator at the conclusion of the program you attend. This Guarantee is only offered for public enrollment TLC Profile Certification programs scheduled and held in the US and Canada and listed on this website. Individuals receiving refunds will not be certified or authorized to purchase or use TLC assessments.

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A $300 USD processing fee will be withheld for any cancellation. Cancellations made in writing more than 30 days prior to the start date of certification will receive a refund of $2,195 USD. If cancellation is made in writing less than 30 days prior to start date of certification, a credit of $1,000 USD can be applied to a future Profile Certification—listed on this webpage—held within twelve months of cancellation. Cancellations made without written notice, or a second cancellation, will result in no refund. TLC does not apply or transfer fees, refunds or credits towards any program other than those public programs listed by The Leadership Circle (by date and location) on this web page.

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In order to be certified, attendees must be present for the certification program in its entirety – from beginning to end. TLC reserves the right to deny certification for the following reasons: missing program modules, or behavior that is disruptive or outside the professional standard of conduct.

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Participants are responsible for all travels costs including transportation, hotel and meals.

Bring a Colleague and Receive Credit
We are building a community of practice of like-minded colleagues. For each person you refer to us who completes The Leadership Circle Profile certification*, you will receive a credit for a free TLCP 360 degree assessment (a $250 USD value) that you can use with your clients after certification. This can help you cover part of your certification fee.

* Your referral is someone who has not previously contacted or been contacted by TLC. This credit is offered only for certification program dates listed on this web page.

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All of our training locations are designed for easy travel access, comfortable accommodations (and amenities) at a reduced group rate, and proximity to a good selection of restaurants. You will receive details of accommodations and transportation when you register, or you may contact us to get this information in advance.

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Please let us know if you have special needs involving access, or food allergies.

Where there were differences, I could see the value of the competitor’s competencies, and I noticed that some of our important competencies were missing from the posted list. I came to the conclusion that the posted competency model was a strong one. But was it stronger than ours?

The Key to Leadership Development

It was only later (sometime in the middle of the night!) that I realized that the initial question our consultant was asking was the wrong question—not wrong, really, but inadequate. The consultant’s question assumed that simply adding new and better competencies will somehow dramatically improve our ability to develop more effective leaders. Furthermore, as a question, it failed to acknowledge the power of the consciousness-development platform at the heart of The Leadership Circle.

While competencies play a very important part in developing effective leaders, they are not the key to development. Certainly we need to continue to improve our competency models, especially in a world of escalating global complexity. But, in that search, let’s not lose sight of the fact that competency is only part of the equation for developing effective leadership. If we continue to focus exclusively on competency, we will miss how development actually happens.

While the Leadership Circle Profiles contain a very robust set of leadership competencies, a competency-only approach misses the power of The Leadership Circle altogether.

A Developmentally Focused Model

In a world of escalating global complexity, many leaders find themselves “In over their heads.” This phenomenon results when the leader’s “Operating System” is not complex enough to match the complexity of the challenges facing the leader. In this case, the leader needs more than skill development. The leader needs to develop greater complexity of mind.

The Leadership Circle is founded on the principle that competency-only approaches are inadequate to the challenge of developing leaders for the complexity they are now facing. This stand arises from our research into Adult Development. Our research shows a strong relationship between the leader’s measured effectiveness and the Stage Of Development of the leader’s Operating System. This breakthrough research suggests that merely identifying an improved set of competencies, can only marginally enhance our ability to develop effective leaders. It strongly suggests that effectiveness, in more complex leadership roles, requires a more advanced leadership operating system. Therefore, the Leadership Circle’s assessments contain a robust competency assessment that is packed into a much larger framework for developing leaders.

The Leadership Circle is the only developmentally focused competency assessment available on the market. In other words, what distinguishes our assessment tools is the ability measure competency and access deep structure—the leader’s Operating System.

Why “Deep Structure?”

In System Dynamics Theory, structure determines performance. In other words, the primary determinate of the performance of any system is the design of that system. Underneath the design of the system is the thinking and assumptions that formed the design. In other words, thinking creates the design, and design determines the performance. We call this thinking behind the design, deep structure. In human terms, deep structure is the system of the thinking that drives a leader’s pattern of behavior. Deep structure is the Leader’s Operating System.

The Leadership Circle Profiles are designed to surface deep structure. They create a platform that allows us to inquire into the beliefs and assumptions that are the source-code for the pattern of behavior—as measured in the competency data. The benefits of this approach are obvious: accessing the underlying assumptions that drive behavior creates the opportunity to redesign the operating system. This allows the desired leadership effectiveness to develop naturally.

A Point of Differentiation: Competency Plus Deep Structure

The Leadership Circle Assessment tools are powerful because they include a complete competency model and because they provide immediate access to the deep structure conversation. This combination serves-up breakthrough developmental opportunities.

In a Nutshell

Back to my friend’s question: Is any competency model better than ours? Well, the question-before-the-question is more appropriately: Is there a better approach to accelerating leadership development?

Our answer in a nutshell: Only one that combines a well-developed 360-degree competency assessment and delivers access to deep structure.

I am confident that you will find nothing that comes close to the power of The Leadership Circle assessments for accelerating the development of effective leadership.