Our Approach2018-05-21T15:47:43+00:00

Our Approach

Our Approach

Leading… Better

Success and failure in organisations rests on their ability to find solutions to a variety of problems. How can we give our customers what they need? How can we consistently deliver on our promises? How can we attract and keep the best people to meet our business goals, both now and in the future? How can we innovate and adapt fast enough to survive?

Creating the capability and agility to meet these challenges is, in our view, the central task of leadership.
 
Our Proprietary Primary Colours® Model of Leadership is:

  • taught at Oxford University’s Saïd Business School, Henley Business School and Duke Corporate Education;
  • adopted as their own by some of the world’s leading organisations, including Rolls-Royce plc, the BSI Group, and Ahold Delhaize;
  • endorsed by one of the UK’s most prominent academics in the field of psychology, UCL’s Professor Adrian Furnham.

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Incomplete Leaders, Complete Leadership

The Primary Colours Approach

We recognise that the challenges an organisation faces cannot be tackled by one individual alone, however skilful and experienced they may be, and however closely they fit some notion of the ‘ideal’ profile. In fact, our research shows that it is practically impossible for any individual leader to be highly effective in all aspects of leadership. We also recognise that ‘one size’ does not fit all: we know that highly effective leaders come in a wide variety of shapes and sizes.

We approach the development of leaders and leadership teams from the conviction that individual leaders are necessarily incomplete. As a consequence, building complete leadership involves creating teams of incomplete leaders who complement one another and are able to work effectively together, passing the ‘baton’ of leadership as the demands of the situation change.

We approach the development of leaders and leadership teams from the conviction that individual leaders are necessarily incomplete. As a consequence, building complete leadership involves creating teams of incomplete leaders who complement one another and are able to work effectively together, passing the ‘baton’ of leadership as the demands of the situation change.

Primary Colours Model
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Proof of Concept

6 Research Findings that Underpin the Primary Colours Model of Leadership

  1. The relationship between leadership and organisational outcomes is primarily indirect and operates through leaders’ impact on other people.
  2. Leader personality affects leader behaviour, which affects culture, climate, engagement and performance.
  3. The very same aspects of personality which help a leader to excel in some aspects of the leadership repertoire make it hard for them to excel in others. Because personality is hard to change, this makes it highly unlikely that any one individual will excel in all the necessary leadership capabilities.
  4. The best way to create complete leadership is therefore to assemble teams comprising individuals with complementary capabilities.
  5. To make this effective, leaders need to be skilled in collaborating with those who provide different contributions.
  6. Shared mental models are essential to enabling collaboration and constructive conflict.

Why It Works

Benefits of the Primary Colours Model of Leadership

  • The model is task based – it defines the tasks that leaders need to perform in order to create the conditions for success
  • The model is simple and memorable, so it is readily understood, accepted, and acted upon.
  • It provides a common language for leadership and management at all levels.
  • Because the leadership model focuses on tasks, it complements existing competency models, acting as an over-arching framework for leadership.
  • It frames the curriculum individual and team leadership development and provides the core architecture for leadership talent and performance management processes.
  • It supports an assessment approach that reflects underlying psychological differences between people
  • Because it is based on broad leadership tasks rather than detailed competencies whose importance depends on context, it enables comparisons (benchmarking) of leaders across functions, organisations and industries.

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Executive

Assessments

Leadership

Development

Employee

Engagement

People

Analytics

360°

Feedback

Psychometric

Testing