CALIBER Leadership Inventory

Pat Jones

Innovate Inc.

December 28, 2016

Discover

Nurture

Strengthen

CALIBER Leadership

Learned

Characteristics

Developed

Characteristics

Transactional

Behaviors

Small Power Distance /

Large Power Distance

Low Uncertainty Avoidance /

High Uncertainty Avoidance

Low Individualism /

High Individualism

Low Masculinity /

High Masculinity

Low Long-Term Orientation /

High Long-Term Orientation

Stewardship

Creativity

Vision

Confidence

Authenticity

Communication

Empowerment

Competence

Culture

Reinforcement

Leadership is about being and doing. The effectiveness of a leader depends on his or her behaviors

and characteristics as experienced by others. A part of who we are is shaped by our mind’s software

programmed by the social environments in which we were born and brought up. Through each of our

national cultures, we become predisposed to certain ways of thinking, judging, and doing (Hofstede,

2001). National culture is difficult to unlearn and change: it takes a lifetime to alter its influences. The

more aligned we are to our natural predilections, the more authentic we feel and the more sustainable

our performance. The second part, our developed character, is internalized by repeated thoughts and

behaviors. In this sense, we become what we do. Developed character can be groomed by careful

practice, thinking, and reflection over a sustained period. Finally, we have the greatest control over

our behaviors each and every day. Everyday behaviors comprise transactional practices that are

relatively easier to modify. They can be learned, adapted, and altered to bring others along and get

things done in service of a broader goal.

Leadership and Organizational Context

An organization’s context evolves over its lifecycle. Long periods of ideation, experimentation, and creative focus

lead to innovation, which may then drive the need for operational discipline to get new products and services to

market in the fastest way possible with the best possible quality. The leadership qualities needed when we are

leading the start-up or innovation phase are different than those we need when we are leading the operational or

growth phase. Innovation leadership comprises the leadership qualities needed to lead an organization through

the innovation phase. Similarly, leadership qualities required to get all hands on deck such that the products and

services can be delivered to market on time, in volume, and with quality is operational leadership. In this sense,

leadership is contextual. Note that in practice innovation and operational phases co-exist in an organization, thus

necessitating need for both innovation and operational leadership at the same time.

Innovation Phase

Operational Phase

Innovation Phase

Operational Phase

Innovation Leadership

Operational Leadership

Innovation Leadership

Operational Leadership

• Stewardship

• Communication

• Empowerment

• Creativity

• Vision

• National Culture

• Competence

• Culture

• Confidence

• Authenticity

• Reinforcement

• National Culture

• Stewardship

• Communication

• Empowerment

• Creativity

• Vision

• National Culture

• Competence

• Culture

• Confidence

• Authenticity

• Reinforcement

• National Culture

Your CALIBER Leadership Profile

Your Score takes responses from all

your participants and calculates the

overall score.

Your Score

Benchmark

Benchmark shows the average

score of all leaders assessed on

CALIBER.

You are an Innovation Leader.

Your profile points to particular strengths in encouraging questioning and experimenting, taking risks, building a

sense of community, and synthesizing diverse ideas in pursuit of new and useful outcomes. Regardless of your

scores, it is important to keep in mind that every leader needs constant work, because without it, even the best

leaders stray toward dysfunction.

You will need to surround yourself with team members who excel at operational leadership and complement your

own strengths. Collectively, this mix of strengths and skill set will help create the outcomes you desire throughout

your organization’s context and lifecycle.

Legal

Engineering

Operations / IT

Supply Chain

Team Leadership

No leader, however gifted, can resolve the paradox between innovation and operations alone. Team, functions, and

departments in each company need to balance innovation and operational skills. Innovation skills strengthen

questioning and experimenting, risk taking, community building, and talent synthesis in pursuit of new and useful

outcomes, while operational skills bring attention to detailed analysis, planning, process-orientation, execution at

scale, personal discipline, and quality effectiveness. While innovation and operational skills don’t have to be in

perfect balance, there is definitely a need to have both skill sets in place on the team, with proportion of this blend

depending on context and lifecycle of the organization.

The figure below illustrates your position relative to the desired skills composition in different types of teams.

Effective leaders pay special attention to team composition and include talented individuals skilled in both innovation

and operational leadership. Ask yourself:

 Who has what skills on my team?

 How can I bring together and combine complementary skills to innovate, scale, and create an impact?

It takes team leadership to address the organizational paradox between innovation and operations.

Innovation Leadership

Operational Leadership

100

R&D

Quality Assurance

Sales / Services

Marketing

You are here

Innovation: 63

Operation: 35

Your Leadership Strengths

The five qualities that comprise innovation leadership are Stewardship, Communication, Empowerment, Creativity,

and Vision. On the other hand, operational leadership is a blend of Competence, Culture, Confidence, Authenticity,

and Reinforcement.

The following figure shows how your leadership qualities stack up, based on the ratings given by your observers.

Your dominant leadership strengths are:

1. Stewardship

2. Communication

3. Empowerment

4. Creativity

5. Reinforcement

The rest of this report will help you uncover the activities you engage in frequently and intensely that compose your

current qualities. The report will also help you identify and plan the specific skills you need to hone and use to build

your overall leadership capacity.

100

Results-Orientation

(Competence)

Employee-Orientation

(Stewardship)

100

Sense of Unity

(Culture)

Creative Confrontation

(Communication)

100

Consultation &

Coaching

(Confidence)

Self-Management

(Empowerment)

100

Steadiness &

Consistency

(Authenticity)

Exploration & Renewal

(Creativity)

100

Compliance &

Rewards

(Reinforcement)

Personal Commitment

(Vision)

Innovation Leadership

Operational Leadership

Perceptions of Self and Others

Many leaders think they exercise their leadership qualities, but in reality colleagues often don’t experience them in

the same way. On average, higher-performing leaders in our research gave themselves lower ratings than the

ratings their managers, peers, and direct reports gave them. In direct contrast, lower-performing leaders rated

themselves higher than how their observers rated them. Leadership is about engaging others and creating a space

for them to produce results. In order to tell reality from fantasy, leaders need to stay tuned to how their followers

really experience them. An honest self-understanding is the beginning of leadership.

The following report illustrates how you ranked yourself in relation to how your observers ranked you on leadership

qualities.

A leader’s first challenge is to identify and correct cognitive bias, which occurs as a result of holding on to one’s

preconceived notions and preferences even in the face of contrary information. It results in misjudgments and

mistakes in reasoning, evaluation, and action.

The chart illustrates the extent to which you exhibit cognitive bias on the 10 leadership dimensions. The list is

rank-ordered as follows: 1) Stewardship, 2) Communication, 3) Empowerment, 4) Creativity, 5) Vision, 6)

Competence, 7) Culture, 8) Confidence, 9) Authenticity, and 10) Reinforcement.

One demonstrates an authentic commitment to hearing and supporting everyone’s ideas through an understanding

and correction of the gaps between self and others. Use the results of this 360-degree assessment to get a better

grasp of where the gaps are coming from and what is going on.

Developing Your Leadership

As mentioned previously, an honest self-understanding is the beginning of leadership. To this end, you should

begin by considering the gaps between your own rating and the rating providing by your manager, direct report,

and peer constituencies: a) where your self-rating is higher, consider the reasons your observers are not

experiencing you the way you would like them to, and b) where your self-rating is lower, think of the skills and

abilities that you possess and exhibit but are not consciously aware of. You might think about identifying these

qualities and leveraging them more openly.

100

Leadership: Perception of Self and Observers

Self Manager Direct Report Peer

Stewardship

Stewardship is an employee-oriented approach to leadership. Leaders who model stewardship are willing and able

to share power and control with employees. They work with an assumption of equality and lead without domination.

Employees are empowered to make decisions and given the latitude to self-manage their work.

In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 32% higher on

stewardship than the leaders whose organizations ranked in the 15

percentile. Stewardship is the primary quality

that differentiates the leader’s ability to lead innovation in an organization.

The following illustrates how you ranked yourself in relation to how your observers ranked you on stewardship.

Developing Your Stewardship

Based on your scores on stewardship, we suggest that you take the following steps:

1. Assess your stewardship skills. Get a more refined and specific sense of your stewardship strengths and

weaknesses. To get a better sense for where to focus, you should consider the gaps between your own rating

and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

stewardship skills to improve your ability as an innovation leader.

3. Practice your stewardship skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

53 Making people at all levels feel important

62 Instilling a feeling of belonging and togetherness in the team

75 Demonstrating a deep desire to serve others

52 Matching employee reward to actual performance

48 Encouraging people to pursue ideas they really care about

Communication

Developing Your Communication

Based on your scores on communication, we suggest that you take the following steps:

1. Assess your communication skills. Get a more refined and specific sense of your communication strengths

and weaknesses. To get a better sense for where to focus, you should consider the gaps between your own

rating and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

communication skills to improve your ability as an innovation leader.

3. Practice your communication skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

36 Paying attention to others' words, reactions, and feelings

38 Articulating complex ideas in simple and effective terms

28 Actively soliciting and using feedback and ideas

73 Facilitating a free flow of information across the team

98 Clarifying mutual intentions and expectations with true concern for others

The process of innovation begins with an exchange and synthesis of human ideas. While human tendency is to

keep thoughts private, communication leaders build an expectation for openness and create a dependable social

environment in which people feel safe enough and motivated enough to share their ideas. The diversity of opinions

and ideas creates contradictions, confrontation, and stress. Leaders manage this paradox by modeling openness,

creating an environment for free exchanges, and producing win-win resolutions without alienating people.

In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 28% higher on

communication than the leaders whose organizations ranked in the 15

percentile.

The following illustrates how you ranked yourself in relation to how your observers ranked you on communication.

Empowerment

Developing Your Empowerment

Based on your scores on empowerment, we suggest that you take the following steps:

1. Assess your empowerment skills. Get a more refined and specific sense of your empowerment strengths

and weaknesses. To get a better sense for where to focus, you should consider the gaps between your own

rating and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

empowerment skills to improve your ability as an innovation leader.

3. Practice your empowerment skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

62 Sharing decision making with team members

50 Persuading team members to take on more responsibility as their capacity grows

82 Creating opportunities for team members to act on their specific strengths

70 Motivating in-team and cross-team collaboration

62 Knowing when to debate and when to make a decision

Empowerment is a state of team development in which members are able to handle their tasks and relationships.

In this state, the leadership approach is low task and low relationship. Unless there is a breakdown, the leader’s

role is to assign followers the kind of tasks that reinforce successively positive experiences, build self-efficacy, and

increase self-confidence. An empowerment leader shares leadership responsibility with members of the team and

provides them with consistent feedback and encouragement.

In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 26% higher on

empowerment than the leaders whose organizations ranked in the 15

percentile. The following illustrates how you

ranked yourself in relation to how your observers ranked you on empowerment.

Creativity

Developing Your Creative Leadership

Based on your scores on creativity, we suggest that you take the following steps:

1. Assess your creativity skills. Get a more refined and specific sense of your creative strengths and

weaknesses. To get a better sense for where to focus, you should consider the gaps between your own rating

and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

creativity skills to improve your ability as an innovation leader.

3. Practice your creativity skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

7 Creating a climate in which anyone can disagree with anyone

64 Persistently asking, What If…? Why…? How…?

36 Rejuvenating the team spirit when failures occur

97 Synthesizing the diverse ideas that arise from team members

38 Tapping into the life experiences of team members to tackle complex problems

Companies that thrive into the next century will be those who can leverage the creativity of their people. Creativity

is the key to finding innovative solutions to the challenges the organization and customers care about. For people

to express their ideas, a climate of entrepreneurship, openness, and experimentation is needed. Creativity leaders

have a mindset for building such a social climate of exploration and renewal. Under the right conditions, employees

can collaborate to identify problems and gaps in the market, come up with problem-solving ideas, and test solutions

to create change. One of the most significant aspects of creativity leadership is to rejuvenate the team when faced

with occasional failures, which are inevitable when exploring new horizons and testing new grounds.

In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 26% higher on

creativity than the leaders whose organizations ranked in the 15

percentile.

Vision

Developing Your Visionary Leadership

Based on your scores on vision, we suggest that you take the following steps:

1. Assess your visionary skills. Get a more refined and specific sense of your visionary strengths and

weaknesses. To get a better sense for where to focus, you should consider the gaps between your own rating

and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

visionary skills to improve your ability as an innovation leader.

3. Practice your visionary skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

61 Compelling new ways of thinking and doing in the team

39 Working with team members to answer the question, "What do we want to build?"

62 Keeping the big picture in mind despite short-term distractions

64 Seeing the interconnectedness across the team, broader organization, and external environment

16 Articulating a vision that binds team members together by a common purpose

Visionary leadership is not only about articulating a vision of the future that is better than the present, but also about

making team members feel responsible for bringing the vision to life. Such a commitment comes from choice when

employees feel that the team’s vision also encompasses their own personal vision. The role of a visionary leader is

set a vision that is right for everyone in the organization. When organizational vision is consistent with the values of

each of its members, it inspires enthusiasm, personal commitment, and collaboration in the team.

In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 21% higher on

vision than the leaders whose organizations ranked in the 15

percentile. The following illustrates how you ranked

yourself in relation to how your observers ranked you on vision.

Competence

Developing Your Competence Leadership

Based on your scores on competence, we suggest that you take the following steps:

1. Assess your competence skills. Get a more refined and specific sense of your competence strengths and

weaknesses. To get a better sense for where to focus, you should consider the gaps between your own rating

and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

competence skills to improve your ability as an operations leader.

3. Practice your competence skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

73 Setting high standards for the team and always pressing for better solutions

14 Aligning work with focus on the new and what is emerging

75 Hiring the right people and putting them in the right roles

38 Confronting problems and removing roadblocks that get in the way of the team

36 Continuously developing expertise by committing to learning

Competence is about developing and leveraging skills to produce the results that are consistent with the intended

purpose. Competent leaders realize the results they desire by continually clarifying their sense of mission and

focusing their energies into what they want from their lives and careers. One of their principal responsibilities is to

get the right people in the right jobs and provide them with the resources needed to do their jobs. Competence is

also about being disciplined and rigorous in decisions related to people, processes, and products—as well as the

ability to act when any of these need to change.

In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 15% higher on

competence than the leaders whose organizations ranked in the 15

percentile.

Culture

Developing Your Cultural Leadership

Based on your scores on culture, we suggest that you take the following steps:

1. Assess your cultural skills. Get a more refined and specific sense of your cultural strengths and weaknesses.

To get a better sense for where to focus, you should consider the gaps between your own rating and the rating

provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

cultural skills to improve your ability as an operations leader.

3. Practice your cultural skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

27 Internalizing what worked and what did not work after each project

73 Creating a climate in which people are not afraid to fail in pursuit of new ideas

27 Giving team members the influence to shape the team's outcomes

25 Working with team members to create, symbolize, and perserve the team's identity

25 Helping diverse people find common ground

Unity develops in an organization that welcomes and values employees and listens to them. Building a culture with

a strong sense of community and belonging rests on the shoulders of leaders. An inclusive culture is the basis not

only for implanting trust and loyalty in the organization, but also expanding knowledge flows, building networks, and

working collaboratively. Cultural leaders demonstrate the ability and willingness to create a climate in which others

can focus on putting in their best work without fear of failure in the pursuit of new ideas or the need to feel defensive

when things go wrong. Through team learning, employees cope with uncertainty, find calm in chaos, and get power

to go from one challenge to the next. In our research, the leaders whose organizations ranked in the 85

percentile

on innovation scored 13% higher on culture than the leaders whose organizations ranked in the 15

percentile.

Confidence

Developing Your Confidence Leadership

Based on your scores on confidence, we suggest that you take the following steps:

1. Assess your confidence skills. Get a more refined and specific sense of your strengths and weaknesses on

confidence. To get a better sense for where to focus, you should consider the gaps between your own rating

and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

confidence skills to improve your ability as an operations leader.

3. Practice your confidence skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

59 Being deeply concerned about the prospect of letting the team down

84 Following a course of action you believes in, regardless of opposition

38 Giving coaching feedback through a supportive relationship

16 Seeking to continually clarify the understanding of what you care about most

52 Maturely dealing with conflicts that arise among people

Confidence is a sense of self-assurance arising from one’s sense of one’s own ambitions, morals, strengths, and

weaknesses; however, this self-assurance is first and foremost for the benefit of the team. Confidence is also the

ability to create a similar self-believe in others by giving them motivational feedback, coaching, and consulting. All

leaders need effective co-leaders and followers to maintain and improve their team’s performance. Therefore,

developing supportive relationships, giving praise and recognition, role modeling the courage to follow a course of

action in the face of strong opposition, training, dealing with conflicts among people, and giving and receiving

honest feedback are part of a confident leader’s responsibility. In our research, the leaders whose organizations

ranked in the 85

percentile on innovation scored 19% higher on confidence than the leaders whose organizations

ranked in the 15

percentile.

Authenticity

Developing Your Authenticity Leadership

Based on your scores on authenticity, we suggest that you take the following steps:

1. Assess your authenticity skills. Get a more refined and specific sense of your strengths and weaknesses on

authenticity. To get a better sense for where to focus, you should consider the gaps between your own rating

and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

authenticity skills to improve your ability as an operations leader.

3. Practice your authenticity skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

59 Willingly making personal sacrifices for the good of the team

84 Being acutely aware of your own biases

38 Being trusted to speak and act honestly

16 Making everyone feel like an equal partner

52 Being experienced by others the way you truly are

Authenticity is the extent to which one is steady and consistent in the pursuit of one’s core values. It underpins how

one acts on day-to-day, while pursuing the team’s vision. Authentic leaders constantly keep a mirror turned inward

in order to keep their biases, stereotypes, and patterns of decision making in check. The proof of a leader’s words

is in the actions that follow. Authentic leaders strive for a congruence between words and deeds. Their credibility

rests on their actions along the path of achieving integrity, openness, quality, merit, and freedom. Authentic leaders

have a deep concern for both production and people, and they use good humor as part of their behavioral approach

to work. In our research, the leaders whose organizations ranked in the 85

percentile on innovation scored 17%

higher on authenticity than the leaders whose organizations ranked in the 15

percentile.

Reinforcement

Developing Your Reinforcement Leadership

Based on your scores on reinforcement, we suggest that you take the following steps:

1. Assess your reinforcement skills. Get a more refined and specific sense of your strengths and weaknesses

on reinforcement. To get a better sense for where to focus, you should consider the gaps between your own

rating and the rating provided by your manager, direct report, and peer constituencies.

2. Review your priorities. Consider how much you spend your time at work on operational versus innovation

tasks. Depending on your organization’s life cycle stage, devote more time to activities that highlight your

reinforcement skills to improve your ability as an operations leader.

3. Practice your reinforcement skills. Reflect on the time and energy you spend on the following skills and

conscientiously practice them. The heat map below shows your current effectiveness level.

75 Openly admitting your mistakes and weaknesses

50 Understanding the rewards team members truly value

73 Believing in the talent of each team member

27 Expecting results and holding team members accountable

27 Always sharing credit for success with the team

Leadership is a platform for reinforcement. Leaders use positive reinforcement to motivate desired behavior. The

instruments of reinforcement may include extrinsic and intrinsic rewards. Reinforcement leaders develop a sense

for the kind of rewards their employees really want and desire, and then by setting clear mutual expectations they

guide productive behaviors. Rewards are only a part of the reinforcement strategy. When performance does not

ultimately improve, leader may use disciplinary action. To remain effective, however, reinforcement leaders have to

demonstrate that they are fair and just in all their dealings. Reinforcement allows leaders to keep the right people in

the right seats and combine individual outputs to build a large impact for the organization. In our research, the

leaders whose organizations ranked in the 85

percentile on innovation scored 20% higher on reinforcement than

the leaders whose organizations ranked in the 15

percentile.

Learned Characteristics

A part of who we are is shaped by the software of our minds, programmed by the social environment of the nation

in which we were born and brought up. National culture predisposes us to certain ways of thinking, judging, and

doing. The more aligned we are to our natural predilections, the more authentic we feel and the more sustainable

our performance. National culture is measured on five dimensions given by Hofstede (2001).

Your dominant profile:

1. Large Power Distance: You lean strongly toward large power distance, with preference for self-realization,

benevolence, independence, consistency, and conformity as compared to service, equality, fairness, freedom,

and interdependence.

2. Low Uncertainty Avoidance: You lean strongly toward low uncertainty avoidance, with preference for

building relationships, being modest, believing you have the ability to change outcomes, regarding “different” as

exciting rather than perilous, and having an optimistic view about people’s motives.

3. Individualism: You lean strongly toward individualism with preference for “me”-orientation, working

objectively, thinking and acting individually rather than collectively, focusing on How and What?, and working to

adapt and have an influence.

4. Masculinity: You lean strongly toward masculinity, with preference for competing, working hard, competing,

growing, and asserting your viewpoints.

5. Long-Term Orientation: You lean strongly toward long-term orientation, with preference for persevering even

in the face of opposition and hard work, delaying gratification, building a shared vision, synthesizing diverse

ideas, and seeing the interconnectedness in the world and among people.

100

Smallest

Power Distance

Largest

Power Distance

100

Lowest

Uncertainty

Avoidance

Highest

Uncertainty

Avoidance

100

Highest

Collectivism

Highest

Individualism

100

Strongest

Femininity

Strongest

Masculinity

100

Highest Short-

Term Orientation

Highest Long-

Term Orientation

USING FEEDBACK FOR PERSONAL DEVELOPMENT

Review the heat map below to get a specific sense of your strengths and areas of growth. Consider how much you

spend your time and effort on the behaviors and characteristics. Conscientiously leverage the qualities you excel in,

and devote more time to developing your areas of growth. Surround yourself with people who complement you.

Legal

Engineering

Operations / IT

Supply Chain

Using the Feedback for Team Development

No leader, however gifted, can resolve the paradox between innovation and operations alone. Team, functions, and

departments in each company need to balance innovation and operational skills. Innovation skills strengthen

questioning and experimenting, risk taking, community building, and talent synthesis in pursuit of new and useful

outcomes, while operational skills bring attention to detailed analysis, planning, process-orientation, execution at

scale, personal discipline, and quality effectiveness. It takes team leadership to address the leadership paradox.

While innovation and operational skills don’t have to be in perfect balance, there is definitely a need to have both

skill sets in place on the team, with proportion of this blend depending on context and lifecycle of the organization.

Effective leaders pay special attention to team composition and include talented individuals skilled in both innovation

and operational leadership. Ask yourself: Who has what skills on my team? How can I bring together and combine

complementary skills to innovate, scale, and create an impact?

You might consider assessing the unique gifts and talents your team members bring to the table.

Innovation Leadership

Operational Leadership

100

R&D

Quality Assurance

Sales / Services

Marketing

We encourage you to use the 10 qualities assessed in this report as a map and protocol for everyday practice. To

this end, we can specifically assist you leverage the CALIBER inventory results with our coaching and consulting

solutions by:

 Helping you understand your and your team members’ unique strengths.

 Helping you leverage and grow through your strengths to navigate the organizational context.

 Helping you create high-performing teams consisting of both innovation and operational leaders.

 Helping you translate team performance into organizational performance and business results.

In this regard, Victor Frankl’s words on human potential are worth remembering: “Man is ultimately self-determining.

What he becomes he has made out of himself.” In a world far from being fully understood, striving should be every

leader’s responsibility and joy.

We would welcome questions, comments, or feedback. Please send them our way at info@magnaleadership.com.

Closing

Charles Handy: Beyond Certainty.

Clay Christensen et al.: The Innovator’s Dilemma and The Innovator’s DNA.

Ed Catmull: Creativity, Inc.

Erik Brynjolfsson & Andrew McAfee: The Second Machine Age.

Everett Rogers: Diffusion of Innovations.

Geert Hofstede et al.: Culture’s Consequences and Cultures and Organizations.

Harry Triandis: Individualism and Collectivism and Culture and Social Behavior.

Jeffrey Liker: The Toyota Way.

Jeffrey Pfeffer: Leadership BS.

Jim Collins: Good to Great.

John Kotter: Leading Change.

Kevin Gazzara & Murtuza Ali Lakhani: The Leader of OZ.

Linda Hill et al.: Collective Genius and Being the Boss.

Malcolm Gladwell: Outliers.

Marcus Buckingham: StandOut 2.0.

Marshall Sashkin & Molly Sashkin: Leadership that Matters.

Michael Porter: On Strategy.

Murtuza Ali Lakhani & Michelle Marquard: Mastering the Innovation Paradox.

Nassim Taleb: Antifragile.

Nicholas Wade: A Troublesome Inheritance.

Peter Senge: The Fifth Discipline.

Robert Lussier & Christoper Achua: Leadership.

Thomas Pyzdek: The Six Sigma Handbook.

Tom Kelley: The Art of Innovation.

Tom Kelley & David Kelley: Creative Confidence.

Vineet Nayar: Employees First, Customers Second.