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The High Impact Leadership Model™
The foundation for GILD is the High Impact Leadership Model (HILM). The HILM,
co-developed by Linkage and Warren Bennis, is based on over 50 years of
empirical observation into the behavior and performance of hundreds of
thousands of managers and leaders around the world.
This observation culminated in a 2-year, longitudinal study comparing
managers and leaders that consistently delivered better results with those who
delivered only average results. The behavior-based competencies and skills
found to differentiate the two sets make up the competencies, skills, and
responsibilities in the model.
Over the last 12 years, the HILM has been validated and refined through
application with over 100,000 thousand leaders and managers around the world
making it one of the most reliable and valid leadership frameworks available
today.
Leadership Responsibilities
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Creating the Vision: The leader and her/his
team transform the charge or mission they have received from the organization
into a vision that creates passionate commitment and an unwillingness to fail.
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Creating the Organization: The leader enables
the development of an organization that is consistent with the vision and
culture of its members, provides processes and structures capable of achieving
strategic goals, is permeable to outside influence, and can adapt to changing
economic, technical, financial and business environments.
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Building a Culture of Innovation: The
leader creates and sustains a culture that systematically anticipates future
demands and seizes future opportunities.
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Motivating the Team: The leader focuses
her/his efforts on developing people in the directions that will enable them to
continue to be effective in the future.
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Producing Results: The price of entry into a
leadership role. The leader enables the organization and its members to
accomplish ever higher levels of achievement.
Leadership Competencies
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Focused Drive: The competency of focusing on a
goal and harnessing your energy in order to meet that goal
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Emotional Intelligence: The competency of
understanding and mastering your emotions (and recognizing the emotions of
others) in a way that instills confidence, motivates, inspires, and enhances
group effectiveness
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Trusted Influence: The competency of
effectively influencing others by evoking their trust and by placing trust in
others to enable their success
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Conceptual Thinking: The competency of
conceiving and selecting innovative strategies and ideas for your organization
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Systems Thinking: The competency of rigorously
and systematically connecting processes, events, and systems
Leadership Skills
For Emerging Leaders:
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Decision Making: The skill of using empowering
processes to drive decisions and take action
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Relationship Building: The skill of
understanding the components of emotional intelligence and interpersonal
effectiveness that help you build the long-term networks you need
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Leading Teams: The skill of inspiring and
driving a team to go beyond the expected
For Senior Leaders:
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Strategic Thinking: The skill of using
powerful frameworks and approaches for diagnosing and anticipating competitive
threats and taking action on the strategic concerns of your organization
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Communication:
The skill of communicating and relating to a broad range of people internally
and externally
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Leading Change: The skill of understanding and
using the most effective tools and processes to drive needed change
For Both:
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Coaching/Mentoring: The skill of mastering a
comfortable coaching style and using it strategically to improve performance
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Personal Productivity: The skill of managing
yourself and your priorities to take on additional challenges and be successful
at the next level
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