Tool 14. L.E.A.D. MATRICES

About These Tools

In general, leadership effectiveness has traditionally been judged based largely on business results - i.e., profit and loss. We're all familiar with leaders who got great results and reaped top rewards, even though they broke a lot of glass in the process. In recent years, however, many organizations have come to realize that while that model may yield the right fiscal results, it does not help build a stronger organization over time. Conversely, it tears apart at the spirit, commitment and talent that make up the organization. As a result, many have turned to striking a better balance between what gets done, and how, it gets done.

These two related tools are just examples of what an organization can do to highlight, reinforce and drive that better balance. The Leadership Effectiveness and Development (L.E.A.D.) Matrix focuses on balancing performance results with two key capabilities. The first capability - to lead and develop others - is key to transferring knowledge and building leadership depth. The second capability - collaboration - is viewed as vital in building the internal and external partnerships needed for long term success. The best leader is the one who achieves annual operating results in a way that builds the organization for the future.

The Value-Add Matrix drives the idea that to really create value for all stakeholders, a leader must focus on both profits and people - building both financial, and human, capital. It also suggests general responses in terms of rewarding or removing leaders depending on where they fall in the matrix. The L.E.A.D. Matrix, on the other hand, points more to development to turn the weaknesses into strengths.

Using These Tools

These tools can be used in any number of ways. They can be made part of the self-assessment and performance review process to facilitate discussion around strengths and developmental needs. They can be used to plot all managers in a given unit against the matrices to see where they are relative to one another. This not only shows how the managers in that unit are performing and growing, but it also shows which unit leaders are taking their people building responsibilities as seriously as they are their financial management responsibilities. A populated matrix can also show where the most common training and development needs are. For example, if several managers have strong leadership ratings, but mixed results, that might call for more focused business and budget training, or additional help with project planning and execution.

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