Leadership culture is about how the prevailing leadership practice is engaging people and affecting organisational performance.  The Leadership Culture Survey is a user-friendly online instrument that makes this information easily available to act on.  It identifies both key issues and underlying causes which might otherwise require numerous individual interviews, and is therefore also very cost-effective.  And because it is simultaneously participative, transparent and totally confidential, it increases readiness for change.

Behaviour in groups and organisations tends to reinforce the existing culture, even when the organisation intuitively knows what needs to change.  By using The Leadership Culture Survey, the gap between ‘the way we do leadership here’ and the culture the organisation wants and needs becomes immediately visible. This makes possible new kinds of high-leverage conversations, enabling you to focus change efforts and leadership development on what is going to make the most difference. 

You can use the survey within a leadership team, across one or more departments, or for the whole organisation.  Depending on what you are trying to achieve, you can choose to get TLCS scored separately for different teams or departments to illuminate cross-functional issues or to identify the different developmental priorities in different parts of the organisation.

Like The Leadership Circle Profile™, the survey scores key leadership competencies and gives you a visual representation of the balance between the Creative Competencies which take you forward, and the Reactive Tendencies which hold you back.

Furthermore, because scores are given as percentiles, you can readily compare your leadership culture to that of hundreds of other organisations. 

The circle-graph of results not only tells you what is going on, but why – the assumptions and patterns of thought which are maintaining the current culture. Thus key issues are surfaced in a way that makes them much more available to change. This is useful at any time but particularly so in certain situations:

• Before designing a leadership development programme.  The information you get from TLCS points to what changes will make most difference, and avoids your spending time and money on programmes that too often produce disappointing results.
• When you are facing new challenges where ‘business as usual’ is no longer an option.
• To address the differences in culture which prevent effective collaboration between groups – for example, in mergers, partnerships, organisational restructuring, or when there is poor between teams or departments that need to work more closely together.
• When there is a sense of needing something different but no one quite knows what, or when people ‘know’ but find it hard to talk about key issues.
• To re-fresh and re-energise your leadership team.

What does the process involve?

I. The process starts with a briefing session with one of our TLC-accredited consultants to clarify your aims in undertaking TLCS and therefore:

• who to involve as respondents;
• how to brief them;
• how best to undertake the feedback process;
• and how you might use the results.

• Survey 1: Responsdents are members of the leadership team. Their questionnaire is framed in terms of 'us'.
• Survey 2: Respondents are managers/staff led by the team in survey 1. Their questionnaire is framed in terms of 'them'.
• Survey 3 (optional): To gain fuller 360 degree data, you may also wish to get responses 'from above'- executive board, trustees and other stakeholders.