Leadership VIGILANCE Profile 

The development of leaders is not easy work. Change doesn't always produce clearly measurable or visible one to one results, and often unfolds over a substantial period of time. Effective leadership performance is complex - much like great athletes don't always make the best coaches, star performers don't always know how to lead

This is why we built a 360 degree leadership profile that is backed by research, and developmental for leaders. We don't believe in a one-size-fit-all leadership "blueprint." Instead, we focus on effective behaviours that are malleable and trainable, and that are customized to an organization and its unique leadership culture and needs, empowering leaders in growth and development. 

Leadership is a science. The LVP gives leaders a comprehensive, accurate, and evidence-based picture of their leadership performance to help them develop. 

In general physical health maintenance, a standardized program will be sufficient for the general population. For an athlete looking to meet specific performance goals or a timeline, a targeted, customized plan is required, perhaps emphasizing specific muscle groups. Like an athlete, advanced leaders that will be competitive over the long-term will be those that elevate their practices and attune their performance to context and advanced understandings.

The LVP captures the vigilance and self-awareness aptitude in high-performance leaders. These leaders proactively screen their environments with heightened awareness, continuously seek feedback, and explore how to grow as leaders, all with a deep sense of curiosity. 

Everyone has a thing...We hold an unpopular view that everyone has a thing that no one wants to tell them. Not even their best friend. When it comes to knowing about ourselves and how others perceive us, we seem to have a fear and aversion to the truth. 

A key outcome of the LVP is the intentional vigilance and strategic self-awareness through the identification of blindspots and hidden strengths. By combining multi-source perceptions in the LVP, leaders can see themselves through a more objective lens. 

Leadership Observations

Here's the rub: lots of things we know about leaders and leadership development aren't true or don’t actually work. Many development interventions are "feel-good," team building type exercises intended to be uplifting and enjoyable, and even perhaps educational in the moment, but research shows many over-promise and under-deliver in terms of producing benefits. With research expertise from the leadership field and extensive hands-on experience working with CEOs, here are some things we've learned and observed that have influenced our practices, assessments, and advice:

  1. There is no leader prototype. We know they come in all shapes and sizes. Interventions need to be contextualized. We work with clients to customize the process and assessment because leaders come in all shapes and sizes, and all organizations require a unique contextualized skills and values set. 
  2. Most organizations don’t have a defined leadership model, i.e. they don't really know how they would define "strong leadership." Subsequently, what we know about leadership is vague or obscure, and not well documented. We take out the guesswork with our leadership behavioural competency model that has evidence-based behaviours identified through research and through our experience with high-performing senior leaders. 
  3. Given that we know change is hard, you can't make anyone develop as a leader if they don't want to, or don't have an receptive, open attitude towards growth. This is why we focus on a strategic self-awareness model. We provide a triangulation of feedback, but it is ultimately in the hands of leader to set goals and prioritize what they would like to develop.
  4. This is not fast, or easy work. Meaningful, transformational growth only occurs when you are out of your comfort zone. We are changing the way someone thinks about and views the world. This takes commitment and hard work, typically over a long period of time. The LVP is the starting point, allowing for a baseline to be created so that leaders can understand where to start. 
  5. Organizations have to get leadership right. Recent work from McKinsey found that, unsurprisingly, "CEOs control a company’s biggest moves — account[ing] for 45% of a company’s performance."
  6. Leaders of tomorrow will be  visionary, adaptable, and will have an incredible level of depth. They'll get the right data, focus on the most important behaviours, and develop strategic self-awareness, unlocking transformational potential and growth.


While off-the-shelf 360 tools may work for some people and organizations, we believe in customization because research tells us that context matters, including in leadership roles. Specific to our 360, research finds that behavioural competency models (like our Leadership Vigilance Profile) should always be "living tools" because business needs change over time, therefore so do the capabilities required for success. Although harder and more time intensive, the value of customization to the current organization, business climate, and its strategy, will prove more reliable and effective at assessing and identifying leadership in the long run. In working with organizations, we always start with an in-depth needs analysis to understand the leadership and business needs. Connect with us to learn more.

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