Capabilities have differing emphasis
The ten capabilities are positioned within the model to best reflect the typical nature of each capability. For example, ‘Leading inclusively’ begins with the leaders mindset – so is positioned close to ‘me’ and ‘mindset’. Whereas, ‘creating purposeful, agile plans’ requires alignment with and interpretation of the organisational agenda, context and process – so is positioned close to ‘org’, ‘skillset’ and ‘toolset’.
The maturity of a particular organisation may suggest a slightly different position for a capability, but our positioning here suits most organisations we work with.
Capabilities can apply at different levels
Capabilities work across levels, in two main ways:
- Managers and leaders at different hierarchical levels need the same capabilities
- Capabilities can apply at organisational, teams and individual levels
Whilst structures vary across organisations, we have found the most important leadership and management capabilities are highly consistent. Managers of people, managers of managers, senior leaders and executives all need these same key capabilities. Naturally, how they practice and demonstrate them will vary, reflecting the scope and nature of the role.
Additionally, capabilities can be defined and apply at organisational, team and individual levels. Organisational capabilities define what the organization as a whole needs to be good at to succeed and will have implications for people, processes, technology, infrastructure. Team capabilities are similar, but focus at a team or functional level. Individual-level capabilities are what any person or role needs to be good at.
Alignment across levels can bring real benefits in terms of consistency, reinforcement and scalability.