It provides a framework that discerns where you get your energy, how to leverage your strengths and how you can practice building up areas where you are underdeveloped.
The CVI ™ takes TEN minutes to complete and is designed to optimize the employee equation in your organization. What if all your employees were in the position that most aligned with their core motivational drivers and provided them with the greatest sense of contribution? Imagine how much more valuable they would feel at work.
The CVI ™ goes beyond traditional personality or behavioral tests and assessments like Meyers Briggs, DISC, StrengthsFinder 2.0 or Personalysis and has a 94% test/retest score substantiated by third party independent testing. The CVI ™ provides an “x-ray” of an employee’s hard-wired human nature, providing a picture of their innate preferences. The awareness gained from the CVI ™ helps people focus on identifying what satisfies or fulfills them about the work they do and provides a framework for creating more growth for your employees and your organization.
“Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.”
– Warren G. Bennis
Leadership Agility 360™
Leadership agility is the ability to lead effectively amid conditions of rapid change and complexity. Leadership Agility 360™ is a forward-looking instrument which assesses an individual’s level of agility in three key leadership contexts: leading organizational change, improving team performance, and engaging in pivotal conversations.
As with individual leaders, leadership cultures are capable of evolving through distinct levels of agility. So far, the most common configuration we’ve found in client organizations is an Achiever-level culture at the executive levels and an Expert-level culture at the middle levels. Yet, in most instances, sustained high performance in today’s increasingly complex, fast-paced business environment requires a Catalyst-level culture at the top levels and an Achiever-level culture at the middle levels:
- In Expert leadership cultures managers operate within silos with little emphasis on cross-functional teamwork. Organizational improvements are mainly tactical and incremental. Managers are overly involved in their subordinates work, fighting fires and interacting with direct reports one-on-one. As a result, managers have little time to approach their own role strategically.
- In Achiever leadership cultures managers articulate strategic objectives and make sure they have the right people and processes in place to achieve these objectives. Managers work to develop effective teams, orchestrating them to achieve important outcomes. This is a culture that encourages and rewards customer-focused cross-functional teamwork. Change initiatives typically reflect an analysis of the larger environment, and consultation with key stakeholders is a cultural norm.
- Catalyst leadership cultures are animated by a compelling vision that includes high levels of participation, empowerment, and teamwork. Collaboration, decisiveness, and candid, constructive conversation are norms. Senior teams become living laboratories that create this kind of culture within the team and work together to promote and encourage this culture in the organizations they lead. Leaders not only coach their people, they also actively solicit informal feedback and work to change their behavior in ways that are beneficial to the organization and themselves.
The information gathered using either or both of these tools provides insight for an individual to realize where to put focus.