Revamping destinations up to a 3.0 model entails, among other challenges, upgrading the leadership level of their executives. As it has been explained in previous blog posts, The Leadership Circle Profile is a methodological framework to assess Leadership Quality and orientate leadership development for those who want to leap forward from one stage to another, creating awareness of the need for the leaders’ transformation as a first step towards culture change.

The method for leadership quality assessment and development combines peer to peer analysis and development sessions focused on specific topics, in a way that the leader’s peers and subordinates analyze his evolution and needs for improvement. This requires a great deal of confidence, sincerity and commitment, along with humility on the side of the leader, to listen to his peers and subordinates criticism on his leadership style and effectiveness. The involvement of peers is not only to obtain a more comprehensive and realistic assessment, but also to develop their awareness and commitment on this issue, so long as leadership is not only the leaders’ job, but everybody’s co-responsibility in their role in order to improve the collective leadership and the organizational culture.

At the end of every session, the leaders commit to improve a certain aspect of their leadership, and at the following session they analyze the improvements achieved. This usually consists of reducing a specific Reactive behavior, developing a Creative competence and also a leadership improvement goal. All these have to be measurable to track progress, and the goals should be also quantified to measure the level of success in each one. This method manages also to create a culture of trust and support, so long as peers talk openly about themselves and their coworkers, their fears, weaknesses and questions. This way, the forces constraining cooperation and self-development are reduced to leave room for further empowerment and development of synergies within the organization. These sessions are usually carried out every few months for a period of about two years.

This blog post is from the Whitepaper “Building a culture of collaboration and innovation”, freely downloadable in this weblog. You may check the Whitepaper’s references to know the sources used for its elaboration.

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

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