We believe that effective leadership starts at the bottom of the model with Beliefs. It culminates in Uncertainty at the top. This all plays out against the backdrop of Culture (which is too big to fit on the page!).
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Each of the loops in the model represents a different topic with an associated set of skills.
[If hotspots are an option then,
Clicking on any one of them will take you to a description of that topic.
We also offer representative testimonials from satisfied participants.]
We understand a Belief as (1) an idea or concept which is held by an individual and (2) has been very highly internalized regardless of its source. What you believe about something has tremendous influence on your actions.
If you ever found yourself thinking …
"I should have known; they’re all alike." "They couldn't do it before and they can't do it now." "We don't have the resources to do that here."
you are concerned with beliefs.
We understand Values as the fundamental criteria used in decision-making, whether by individuals or organizations.
In order to lead, one must first know oneself. Understanding what is really important to you is the bedrock of the leader you will become. What you value must align with what your organization values.
If you sometimes wonder ...
"Is this the same organization I first joined?" "I just don't think I can put my heart into this anymore."
you are concerned with values.
We understand Dialog as a rare alternative means of communication within groups and the essential source of collective learning. Dialog, the creation of new, shared knowledge, and collective learning can offer significant competitive edge.
If you hear yourself or others saying ...
"I think I'm talking but no one seems to be listening." "This endless discussion just keeps covering old ground." "There has to be some way to bring all these good ideas together."
you are looking for dialog.
We understand Trust as a mysterious intangible which serves simultaneously as the lubricant facilitating interpersonal relationships and the glue that holds organizations together. Trust is ultimately about the relationship between two people.
If you sometimes hear ...
"I don't think I trust her." "I know that he has a hidden agenda that will benefit only him."
then trust is an issue.
We understand Influence as a critical element of both the formal and informal networks by which organizations get things done. Influence can be seen as cold and selfish when engaged in as manipulation. But building strong teams capitalizing on scarce resources depends on our ability to influence others.
If you catch yourself saying ...
"I really need to get him onto our team. His opinion really matters." "How can we get the other stakeholders to see our point in all this?"
you're looking at the use of influence.
We understand Transition as the sometimes difficult consequence of change, the human response to instability and evolution. As transition relates to the work of the leader, he or she now finds that much of today’s work quite different from the work not too many years ago; and the workforce is different too. These differences require a transition to a new form of governance.
If you hear a comment such as …
"All I wanted to do is show them what I can do to help, but no one seems to care!" "I just want someone to tell me what to do." "I have skills that just don't fit what I'm asked to do."
you're caught on change and transition.
We understand Complexity as a property of our perception of many contemporary problems or issues, something we can address through a richer understanding but not entirely overcome. Complexity results from the dynamic interaction of multiple variables. Sometimes we sow the seeds of long-term failure with our short-term successes.
If you hear people saying ...
"Why does the same *&^%$ thing keep happening every year?" "You know that we just changed that a few months ago to solve some other problem and here we are again!'
then you need to learn more about the discipline of Systems Thinking.
We understand Uncertainty as an inevitable element when we discuss, plan for, and create our future. The only constant in today's environment seems to be an increasing rate of change.
If you find yourself or others in your organization making comments such as ...
"My organization is faced with paralyzing chaos right now. With so much uncertainty, we don't know how to proceed."
you will benefit from the approach known as Scenario Planning.
We understand Personal Intentions as the ultimate source for any contribution an individual brings to an organization.
The Personal Intentions serve as the groundspring for passion and commitment.
If you hear comments such as …
"I just go along with whatever they say!" "I really want to make difference and show just what I can deliver given the chance."
you would benefit from a richer understanding of motivation and followership.
We understand Organizational Expectations as the commitment that an organization makes to those stakeholders it serves. Often this commitment is unclear to those asked to fulfill it.
If find yourself or others in your organization making comments such as …
"I can’t believe what management is doing now. It looks like we have a new program every month." "I'm just not sure what everybody expects of us as a group."
you need to learn more about organization development and workforce management.:
We understand Culture as the overall container within which all of these various concepts come together.
Despite all the comments about the benefits of this or that organization's culture, culture remains a confused, nebulous concept rarely addressed.
If you hear comments such as …
"Yeah, that’s what they say, but that’s not the way really works around here!"
then you might want to learn more about organizations and their special learning disabilities.
This logo presents the TCWP leadership model. For a full explanation, click here.