Leadership Beyond Best Practice.
The Quaternion Profile or competency model describes what it takes to excel, not merely be good, in an organisation. It was developed by Clinton Wingrove, fuelled by his passion for helping individuals, teams and organisations to enhance their performance and, through targeted development, to realise their true potential.
The model is based on Clinton Wingrove’s more than 40 years international experience in work process design and measurement, and HR and empirical study of performance and competency assessment data from hundreds of thousands of individual assessments.
It is not for the feint-hearted but for the leader who truly wants to get to grips with the strengths they have (and to use them to full advantage) and to identify anything that may be inhibiting their performance or development (so that they can do something about it).
The Quaternion Profile describes capability in four key areas:
• Business Acumen
• Personal Effectiveness.
With productivity and employee engagement much lower than desired, and with the majority of those resigning their positions citing poor management as a trigger, the performance and capability of those with responsibility for others is in serious question! Many organisations are clearly appointing the wrong people, or not equipping them to succeed, or the individuals are not developing sufficiently themselves.
But, what does “the right people” mean? The Quaternion Profile provides the answers:
Leadership is about creating a vision of the future and bringing it alive so we can all commit to it enthusiastically; and it’s about securing the commitment and resources to deliver it.
But Leadership alone will not deliver success. Initial enthusiasm often falters, different factions appear, and an organisation becomes inefficient and ineffective. This has to be addressed by skilled Management.
Management is about optimising the use of resources to deliver the vision; it’s about making things happen.
In today’s complex world, even Leadership and Management skills are not sufficient. We need Leaders and Managers (and they may or may not the same people) to demonstrate Business Acumen.
Business Acumen is about demonstrating the knowledge, skills and aptitude to operate in a complex and changing environment. It includes, but is far more than, “Demonstrating functional expertise”. It is about having the skills to make the right decisions for the good of the specific business.
And, lastly, “The right people” have to be able to make a positive impact in a highly interactive environment. They need Personal Effectiveness. Without this their capability makes no impact.
Personal Effectiveness is about ensuring optimal personal contributions and impact.
These are all explained in the Quaternion Profile a summary of which is available free.