TLCP is designed as a vehicle for development and transformation. Not only does it provide feedback about behaviours, but it gives information about the inner assumptions and patterns of thought that are giving rise to ‘high’ and ‘low’ scores.  As a result, the debriefing ‘coaching conversations’ that follow start at a point of breakthrough which might otherwise take months to reach.

Results are presented in a circle which gives you immediate access to crucial information without getting lost in detail.  In particular, you get an at-a-glance reading of.

• The balance between your creative and reactive tendencies, giving early clues as to what may be holding you back from using your full leadership potential.
• The gap between your self-score and how your chosen respondents score these tendencies, thus immediately increasing your self-awareness, identified as the key to Emotional Intelligence.
• The balance between your task-related competencies and your people/relationship competencies, all of which are potential gifts which when over- or under-used can become liabilities.
• Your overall Leadership Effectiveness and your Leadership Potential Utilisation – how much of your leadership potential you are currently actually accessing.
• How your scores compare to those of other leaders and managers. Whereas most 360s give you numerical scores whose meaning can be hard to interpret, TLCP gives your scores as percentiles based on the results from thousands of other leaders and managers who have already used it.

TLCP is a strongly value-based instrument.  Not only the Creative Competencies but also the Reactive Tendencies it measures are regarded as potential gifts which are intricately inter-related.  What you discover is how you may be over- or under-using some of these gifts in ways that limit rather than support fulfilment and achievement – your own and others’.

It also has a strong research base, demonstrating high correlation between the dimensions it measures and organisational performance.

If you had one very recently, this is probably not the right time for you to do the TLCP.  However, if it is a year or more since your last one, the TLCP is likely not only to build on your previous learning, but to make available new and different insights.

This is because TLCP is built on a developmental framework.  It goes beyond the behavioural feedback provided by other 360 tools, drawing on and integrating frameworks from psychology, leadership and spiritual development to reveal:

• Habits of thought and how these are holding you back or taking you forward.
• The relationship between your Creative Competencies your Reactive Tendencies, thus signposting you to changes that will make a real difference.
• How your values and beliefs are being expressed through your leadership style, and the impact of this on your effectiveness.

After a short briefing conversation with your consultant, you register online.  You will then be invited to identify 10-20 respondents from among your peers, subordinates, managers and others whose opinions you value.  You will also evaluate yourself, so that you can compare your self-score with how others experience you.  The online process is quick and simple, taking about twenty minutes.

Your results come in two forms: a visual graphic – the Circle described above – and a Data Profile Report which includes your evaluators write-in comments and breaks down your scores in more detail. You also get detailed background information about each of the 31 dimensions that have been measured to assist you in understanding and using your results.

You will then have two debriefing sessions of up to two hours each to ensure you get the most from the information TLCP provides.  A gap of about two weeks between these sessions has been found to be optimal for moving from the initial ‘reading’ and interpretation of results to looking at the more subtle connections between different parts of your profile, the implications of the findings, and how you might want to address these.

Repeating TLCP after undertaking some leadership development work or coaching can be a good way of measuring your progress.

Find out more about The Leadership Culture Survey™