What Lominger says about Leadership Architect
The Leadership Architect® Sort Card Deck is made up of single cards devoted to each of 67 Leadership Architect® Competencies, 19 Career Stallers and Stoppers, and 7 Global Focus Areas. Each card defines a competency at three different skill levels - skilled, unskilled, and overused.
The Leadership Architect® Sort Card Deck is for:
- Individual learners working on their own development
- Bosses, supervisors and managers working on the development of someone who works with or for them
- Coaches, mentors and those giving feedback.
Competencies in the Leadership Architect® Suite provide a common language to help users identify the skills and behaviours needed to succeed. Decks can be used for:
- Competency modelling
- Conducting performance appraisals and initiating performance improvement programmes
- Gap analysis
- 360º evaluation and team evaluation
- Assessing interview candidates and matching people to job requirements
How it works
Leadership Architect® is a self assessment and development planning tool which consists of a pack of cards. Each card describes a competence or trait associated with successful managers and leaders. The tool then guides the client through a process by which to sort the cards, assessing his/her mastery of each competence as being at one of three levels:
- Talented
- Skilled or OK
- Weak or unskilled.
The “talented” competency cards are then divided into two categories - towering strengths and overdone strengths. The “weak or unskilled” competency cards are also divided into two - “a serious issue or need” or “untested”.
Why I use Leadership Architect®
There are lots of advantages in using this very simple tool:
- If ever there was a straightforward and practical tool for helping clients to develop their own picture of where they have strengths and where they may have work to do, Leadership Architect® is it.
- Clients can complete it by themselves, outside the coaching session, which makes it time efficient to use
- It drives clients to identify 22 or 23 cards in each of the first three categories - talented; skilled or OK; or weak or unskilled. This is extremely useful both for those who tend to underplay their strengths and for those who find it hard to accept they may have some development areas – they must identify some real strengths as well as some potential areas for development
- It helps the client to see how overuse or overemphasis of his/her strengths can produce problems both for himself/herself and for colleagues
- Because the cards are a physical thing, coach and client can move them around on the table to identify themes and patterns. For example, you can look at what (if anything) the talents may have in common or what the weaknesses have in common
- It encourages the client to think about a very broad range of competencies, often taking him/her beyond the narrow range that might be assessed as part of the organisation’s normal performance appraisal process. In this way, clients often identify skills that the organisation either takes for granted or does not assess, as well as skills that they have but are not currently using in the current rôle.
DISCLAIMER: Neither Ros McIntyre nor Vivid Change Partnership Ltd is a Lominger Associate.
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