The Leadership Capacity Program™ is based on aligning 5 Leadership Anchors. These strengths-based competencies' provide a foundation for leadership success and sustained performance.
Each anchor point provides leaders with a foundation for demonstrating how a leader’s capacity can be dramatically transformed when adopting these leadership anchors, compared to leaders who don’t have them.
By helping leaders adopt and align these leadership anchors, they are equipped to identify roadblocks to achieving optimal capacity, establish transforming goals, and empowered to develop the strategies they need to address goals and desired outcomes that are often in conflict.
(Click or tap to explore each anchor.)
Leadership occurs in the context of relationship — never in isolation. The key relationships in a leader’s world in which he or she interacts with, belongs to, identifies with, and is influenced by, give context to a leader’s identity, behavior, and performance. Relationships are the key to success and fulfillment.
Without the ability to lead and empower others in the workplace, it is highly unlikely leaders will achieve their goals. Beyond this, we know that when they experience stress, trauma, or grief in their personal relationships at work or outside of it, it can be extremely difficult to perform at an optimal level, further increasing the pressure they feel at work and at home.
We transact in relationships every day. We make deposits and investments into others with the promise of seeing mutually beneficial outcomes. Other times they find themselves needing to make significant withdrawals from important relationships, sometimes learning that their relational currency is low — or even bankrupt.
Fostering successful relationships is the key to leveraging our relational currency—value—to effectively manage up and down, build organizational trust, increase staff engagement, and empower collaboration.
Success for each individual is far more personal than we think. Everybody is motivated by something — status, money, what they own and want to own, reputation, achieving something significant and life changing for themselves or someone else, and so on. This leadership anchor relates to a leader’s symbols of success.
Motivation is a powerful driver when it comes to setting goals and taking steps to achieving them. It explains why people behave the way they do, and what some are willing to do if something or someone gets in the way.
Motivation is heavily in influenced by our passions and values, and what inspires us. In most cases it is directly linked to the vision or mission that drives us — to some this represents a strong sense of call or purpose.
Because motivation is strongly linked to performance and personal fulfillment, understanding what drives us and our ability to discern that for others is key to increasing our leadership capacity.
It will also help us to identify emerging conflicts when others have a different view of success than they do — often impeding performance.
A leader’s values influence all behavior and decisions. They represent how leaders want to be recognized and what they want to be known for. It is foundational to their personal brand and the type of organizational culture they want to create. At a deeper level, there is a question about the resiliency of a leader's values in relation to performance. Understanding this brings us to the importance of a leader’s “value code.”
Resilience for leaders is foundational to their success. Having a resilient character is more than merely understanding what is important. It is understanding how important it is to you and to others when you are under pressure to compromise.
When the character of leaders is brought into question, it raises concerns about their reliability and, therefore, their resilience over time. Often it is only a matter of time for people’s values to be challenged when they enter into a leadership role.
For leaders, building resilient character is not a simple task; it’s a lifelong process. As leaders, we know how hard it can be to make some decisions that affect those close to us, the people we work with, and the organizations we lead; but courage is one of the virtues foundational to a resilient character.
Every person enters adulthood with thought processes and behaviour learned and adopted from childhood. Positive and negative experiences contribute significantly to how leaders think and behave—and forms their personal ‘script’. This forms the basis of a leader’s story…and future.
Understanding how our beliefs, assumptions, and behaviors impact our decisions are not often the first thing we look at. To some, it is not considered that important at all. As long as they get results, that’s all that matters!
Having an awareness of this will help you understand a “behind the scenes” look at what influences the decisions you make and how it directly impacts the degree to which you empower others to be part of key decisions that need to be made.
Overcoming dysfunctional patterns of leadership and being able to write a new leadership narrative will give you greater energy, a new focus, and the ability to look at situations and people in a totally new light.
A leader’s trajectory or model of leadership becomes an important reference point to those they lead and to those who watch from a distance. The way they lead can transform goals and outcomes — organizationally, professionally, and personally. When these goals compete against each other, nobody wins.
Establishing goals as a measure of personal and corporate success is the norm, although surprisingly, not always practiced. But why do some goals work and others don’t? Were they realistic in the first place? Did we have the competencies that were needed? Did we allocate the right resources and effort?
This leadership anchor brings together the previous four anchors and provides a platform for setting goals that align a leaders personal, professional and organizational life. These should work with each other, not against each other. When they are in conflict, a leader’s capacity is under stress.
Learn the difference between a ‘normal’ goal and a ‘transforming’ one; the importance of building a culture of sustained performance rather than focusing on a short-term fix; and how a clarifying purpose and passion provides a strong foundation for achieving greater outcomes.