The Value of Leadership Effectiveness in Matrix Formation

Identifying high potential people is very important for any organization and present operation is often taken as a significant indicator of future potential. To gain a better comprehension of Leadership Effectiveness we will need to look more closely at the Performance Potential Matrix and the notion of Learning Agility. New research raise far-reaching questions regarding how best to evaluate potential, and the degree to which Talent could be developed through proper training.

communicating with influence

The Characteristics Contributing to High Possible

It is clear that Current Performance Is not a reliable measure of future potential. Alternatively, many organizations have begun to assess Learning Agility that is considered a significant predictor of longer-term capability. This is associated with the view that the capacity to learn from experience is fundamental to what develops and makes expert leaders. The model can be supported by research on Cognitive Flexibility, which entails:

  • Ability to spontaneously restructure one’s knowledge in response to radically changing situational demands
  • Transfer of knowledge and skills beyond the initial learning situation
  • Rate of response – and efficacy of adaptation in response to change

The Corporate Leadership Report found that although present Performance might be powerful, future potential is often restricted by short-comings in Skill, Aspiration and Engagement. In this circumstance, it is likely that aspiration may be reduced due to poor Motivation, which may result when Private Strengths are not being used effectively and communicating with influence. We also understand that Engagement can be jeopardized by a variety of factors that reduce commitment to the organisation. Both Motivation and Engagement are significant to high productivity and may be weakened by problems within the organization. However, the notion of Learning Agility provides a different ‘point of reference’ which is very relevant when assessing Ability and profiling High Possible attributes.

Four Major strands of Learning Agility have been identified:

  • Emotional Cognitive: the capacity to deal with complexity and Make connections
  • Individuals Authenticity: personal insights and certainty about requirements and needs
  • Change Ambiguity: tolerance of ambiguity and willingness to research and develop opportunities
  • Results Impact: delivery focus, attaining personal impact and inspiring others

Learning Agility is encouraged by balanced processing of information, which can be one of the cornerstones of Authenticity. More effective professionals, including expert staff and team leaders, make allowance for their own subjectivity by being receptive to feedback, and implementing these responses to positive effect.

They see their part in the context of the larger picture, with awareness of what others do, and appreciation of Purpose Interdependence. But, Learning Agility also implies that leaders have the ability to draw on the personal strengths necessary to respond to unexpected challenges, demonstrate personal conviction, and convince others.