What is COMPASS and Collective Leadership?

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Compass leadership is based on the values and behaviours that underpin collective leadership. Collective leadership is where organisations share their leadership (across organisations) and distribute leadership (within organisations) in a way that secures collective achievement in social, economic and environmental well-being.

Compass Leadership Inventory explained

.This Collective Leadership Inventory (CLI) is a brief self assessment tool that is intended to assist the leadership development of those involved in collective and collaborative leadership within the public sector.

The CLI originated as a product of a series of ESRC funded seminars from 2006 through to 2008 which involved discussion and deliberation between senior academics, senior practitioners and senior policy makers from across the public sector. This was published as "The Public Leadership Challenge". The background to the seminar, the drivers for public leadership and the new skills that are considered appropriate for public leaders will be published in an edited book (Brookes and Grint 2010 forthcoming) by Palgrave MacMillan

Completing the inventory

If you have been asked to complete the inventory you will have been given instructions on how to access the relevant section of the inventory dependent upon your own particular role and the type of engagement that you have with the organisation or partnership that is involved in this work. In some cases, the link will be provided below to take you direct to the inventory.

CLICK HERE FOR A BRIEF OUTLINE OF COLLECTIVE LEADERSHIP

Please contact Dr Stephen Brookes at stephen.brookes@mbs.ac.uk or on 0161 275 0552 if you have any comments or wish to undertake a collective leadership challenge.

CLICK HERE TO VIEW THE PDF

Leadership Approaches

1. Leadership of Intelligent Networks, Knowledge and Skills (LINKs) through COMPASS 360° Leadership™

Leadership has traditionally been viewed as being about the ‘individual’. From earliest times, theories have focused on what it is that makes individuals good leaders. More recent thinking – particularly in the public sector – considers leadership to be more to do with a community or a group of people. It is about collective activity in drawing together good intelligence through inter and intra organisational networks

The Problems of Defining Leadership

As Stogdill (1974:259) argues “there are almost as many definitions of leadership as there are persons who have attempted to define the subject”. A publication by the Department for Further Education and Skills (DFES 2007) observed that:

On 9 August 2003 there were 12,963 books on leadership. If we were able to read at the rate of one per day this would equate to 35 years of reading, including weekends. By 28^th February 2005 this had already increased to 47 years and 17,138 books.

On 9^th January 2009 a further search revealed that this had risen to almost 30,000, over double the original number . Literature is evidently characterized by a whole range of definitions and correspondingly the actual practice of leadership is characterized by complexity. This applies to the public and the private sector but it is the public sector that has to contend more with competing needs and expectations of diverse stakeholders. There is an opportunity to negotiate through this complexity. This can be undertaken by a process of collective leadership which operates across and at all levels of activity. This includes traditionally focused distributed leadership (within organisations or institutions)and shared leadership (across collaborating organisations or institutions). It is what is called 360° Compass Leadership ™.

The idea behind this is quite simple. The seven key features of implementing collective leadership described in the earlier section, are illustrated in the centre of figure 1[1]

The notion of shared and distributed leadership are shown by indicating that leaders lead in all directions (thus emphasizing 360° leadership).

The collective leadership approach provides a means of aligning shared (or horizontal) leadership across traditional partnerships or strategic alliances with the distributed leadership within each constituent organisation. Through distributed (or vertical) leadership the collective vision and desired outcomes are transformed into effective delivery through multilayered leadership and action-oriented partnerships (where leadership is ‘shared’ across different agencies or institutions). The ‘tipping point’ in turning well-meaning strategies into evidence-based and valued outcomes is likely to lie within the systems and skills that will support delivery and in encouraging appropriate behaviour. As Gladwell (2000) argues in an internationally acclaimed book of the same title, it “is often the little things that make a big difference” in tipping ideas from conception to reality. This concerns the practice of intelligent leadership in linking collective, team and individually based leadership (see section 2 below).

Leadership Values, Standards and Behaviours

The COMPASS™360 leadership approach emphasizes leadership values, supporting standards and under-pinning and measurable (observable) behaviours. This is closely aligned to the work of Ron Heifetz and Marty Linsky on adaptive leadership and identifies a range of values, standards and behaviours that are research based. These form the basis of the collective leadership inventory described below.

Within this context, if 'value' refers to the relative status of collective leadership, then the standards represent the estimate in which collective leadership is held, according to its real or supposed worth, usefulness, or importance; In assessing value based collective leadership we seek to identify and assess the principles or standards of both individual and collective leaders and the personal or collective judgement of what is valuable and important in the outcomes of leadership.

[1] This concept has been further developed through the identification of a broad collective leadership approach that emphasises the importance of the purpose, role and behaviour of public leaders including the need to deliver publicly valued outcomes.

2. Intelligent Leadership through COMPASS, Creative and Transformational Leadership Practice

Intelligent leadership is simply about helping people who share a collective aim to work better together in the moment; that is as they sit around the table, roll up their sleeves and get to work on resolving the real issues that underpin the collective strategy. The term describes the way in which people create value through the building of social and intellectual capital. This is derived by virtue of the individual’s position in a network of relationships and how they apply the appropriate thinking skills at the appropriate time, both in terms of the task at hand and with the people with whom they engage

We also link our collective leadership approach to both team based and individual leadership thus emphasing three dimensions of intelligent leadership – collective, team and individual leadership. The collective leadership assessment will highlight where some of ‘gaps’ exist (see the full inventory that follows). The individual transformational leadership inventory – which is aimed at middle managers and team leaders – is also available. This is an optional assessment that takes into account the strengths and areas of development for individual leaders within the identified networks. The creative team leadership dimension is based on the work of our colleagues at MBS Tudor Rikards and Susan Moger (1999). Although this dimension to the inventory is not included on this website we are able to design team based exercises to undertake an assessment of team based leadership based on the collective and individual dimensions.

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THE VALUE: Ensuring that the vision and strategy of collaborating partners or stakeholder groups are in alignment

The collective vision should aim to draw together the aims and objectives of all partner agencies that share a common vision in a way that secures mutual benefit for all. For example, (in public sector partnerships) Local Area Agreement (LAA) targets and the national and regional strategies to achieve the transformational efficiency and improvement targets should form part of and support the wider vision of community well being as well as encouraging other agencies to support the aims and objectives set out by these national and regional targets

Value statements: Consider your stakeholders in developing a collective vision:

Don't go it alone - bring others on
board with your aims
and seek the achievement
of mutual benefit

Who are they and do you and they understand the challenges in developing a shared vision?
What are the stakeholders needs and how are they identified and used in developing your shared vision?
To what extent do you communicate the vision of your organisation and/or the partnership to your stakeholders?
To what extent do you communicate the vision of your organisation and/or the partnership to your partners?
Do you communicate your key priorities and delivery objectives to your own staff and stakeholders?
Do you clarify and operationalise your role as a collective leader?

Behaviours underpinning the values (which are measurable)

The values identified for collective leadership are underpinned by measurable standards. In assessing collective leadership we focus on the extent to which the values, standards and behaviours are reflected by:

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing the value of developing a collective vision:

STANDARDS

BEHAVIOURS

Proactive engagement of stakeholders in deciding stakeholder priorities

Evidence of active engagement
Identification of stakeholder goals

Alignment of national (or corporate) policies and priorities with local needs and priorities

Brokering of needs and priorities
Influencing alignment

Leaders readily engage with other partners in the shared delivery of mutual strategies, aims and objectives

Engagement between parners
Alignment of strategies, aims and objectives

Leaders share resources and tasks equally in line with both partner organisation and stakeholder expectations.

Take responsibility for tasks and resources
Take account of public needs and social well-being

The Collective Leadership Inventory (CLI)

You can go directly to the Collective Leadership Inventory (CLI) or, alternatively, go through each of the value and behaviour descriptions before completing it.

The CLI outlines a range of behaviours that research suggests supports these values. Respondents are asked to select the behaviour that most accurately describes their experience of collective leadership from the three perspectives described above

>>> CLICK HERE TO GO TO THE MAIN CLI >>>

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Click here for a brief outline of Collective Leadership

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Are you measuring the right things?
Apples and oranges are both fruit
but they differ markedly!

THE VALUE: The vision emphasises both shared and distributed outcomes based on the collective vision in creating and demonstrating public value.

Outcomes should provide a framework for ambitious but realistic goals across the spectrum of collaborating partners, timescales and shared targets. The targets should be meaningful to all stakeholders. Above all, they should be evidenced based and SMART (Specific, Measurable, Achievable, Realistic and Time-based).

Value statements: Consider your outcomes in relation to the collective vision:

What are the key outcomes that the partnership is trying to achieve?
How well positioned is your organisation in drawing other partners together (i.e. the Primary Care Trust)?
How well positioned is your organisation in encouraging other partner or providers to be active members of the partnership?
To what extent does your organisation take both individual and collective responsibility to achieve the outcomes?
To what extent does the partnership as a whole take both individual and collective responsibility to achieve the outcomes?
Do you clarify and operationalise ?

Behaviours underpinning the values (which are measurable)

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing outcomes:

STANDARDS	BEHAVIOURS
Public value measures such as confidence and satisfaction are taken into account and actions taken to improve perceptions?	Taking account of public perception Take action to improve confidence
Performance management frameworks are based on balanced performance?	Focus on national targets and requirements Focus on local targets and requirements
Stated outcomes are evidence based?	Evidence supports the identification of outcomes Evidence supports the assessment of outcomes
Working together in identifying and monitoring outcomes is a priority	Taking responsibility for joint identification of outcomes Taking responsibility for the joint assessment of outcomes

The Collective Leadership Inventory (CLI)

The Collective Leadership Inventory (CLI) outlines a range of behaviours that research suggests supports these values. Respondents are asked to select the behaviour that most accurately describes their experience of collective leadership from the three perspectives described above.

>>> CLICK HERE TO GO TO THE MAIN CLI >>>

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There are wheels within wheels but they should all be part of a good network

THE VALUE: Shared and distributed leadership takes place throughout and across each partner organisation or stakeholder group

Organisations or partnerships should acknowledge that there are multiple levels of leadership in providing services to the public or customers in partnership wide agreements.

Value statements: Consider your levels of leadership in relation to the collective vision:

To what extent is leadership both shared (between partners organisations such as the local authority and other agencies and groups)?
To what extent is leadership distributed between people within your own teams (such as policy or neighbourhood teams and similar operational teams) in partner organisations?

To what extent is leadership also shared between your teams and those in other public or provider organisations?
Is team development given enough emphasis?
Are your teams goals aligned to your vision, aims and objectives?
Do you provide guidance in relation to the operation of distributed leadership?

Behaviours underpinning the values (which are measurable)

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing multi level leadership:


STANDARDS	BEHAVIOURS
Leaders align priorities with other partners	Active dialogue at all levels Active alignment of priorities at all levels
Leaders distribute leadership through active tasking and coordination in delivering evidenced based outputs	Linking of strategic and operational priorities Efforts are made to link outputs to outcomes
Leaders focus on the long term as well as the short term	Long term priorities are distributed Short term and long term priorities are aligned
Leaders set clear goals for teams which are linked to the collective vision	Communication of vision is actively applied Implementation is both 'top-down' and 'bottom-up'

The Collective Leadership Inventory (CLI)

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Putting the 'heart' into partnerships

THE VALUE: There is an appreciation of and commitment to working with partners and the development of effective networks

Partnership is viewed as a key to improvement in identifying and responding to shared priorities and performance and in ensuring that all organisations that provide local services have a deep understanding of what really matters to users, the public and those who deliver the services.

In relation to partnership working:

To what extent do partners seek to stimulate discussion on public services and wider community priorities?
Do partners develop their own functions to support the wider aims including engagement with the Local Strategic Partnership (LSP) and operationally focused thematic partnerships?
Do partnerships share information and intelligence in relation to Local Area Agreements (LAAs) and other priorities and put this as a core activity?
Do agencies look to the partnership to tackle jointly shared problems?

Behaviours underpinning the values (which are measurable)

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing partnership networks:


STANDARDS	BEHAVIOURS
Partnership networks and known and are built on trust	Evidence that attempts are make to identify networks Trust between network members
Leaders are open to and embrace shared accountability for shared aims	Acceptance of responsibility for shared aims Clear evidence of focus on shared aims
Leaders seek to achieve mutual benefit in serving the public good	Efforts are made to achieve consensus on aims Agreed benefits are sought that serve wider public goals
Leaders share information and intelligence in turning strategic aims into delivery	Efforts are made to share information Efforts are made to collate and share intelligence

The Collective Leadership Inventory (CLI)

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VALUE: There is a focus on the achievement of joint objectives and outcomes through shared action and activity which is both evidence and intelligence based.

The partnership should engage in routine action focused approaches in turning strategic intentions into delivery and in identifying and responding to gaps in delivery.

In relation to partnership activity, do you have your action mapped out?

Do you have your action mapped out?

To what extent do partners engage in activity that is transformational (in encouraging innovative change) as well as transactional (in managing the day to day work of the partnership and agencies).

Do partners actively engage stakeholders in activity through co-production (that is, getting everyone around the table, rolling up their sleeves and getting stuck in to the problem solving)

Does the partnership exchange data and information and turn information into intelligence, knowledge and action through problem solving approaches.

Behaviours underpinning the values (which are measurable)

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing the values of actions and activity

STANDARDS	BEHAVIOURS
Tasking and coordination is devolved to the appropriate level whilst ensuring good links with the overall vision	Formal procedures exist for tasking and coordination Tasking and coordination processes are aligned with the strategic vision.
Leaders engage in integrated problem solving approaches that tackle wicked issues as well as routine problems	Problem solving approaches are routinely applied There is a focus on developing innovative approaches rather than just rely on routine responses
Leaders share resources in delivering action plans	The sharing of resources is routinely considered Resources are aligned to shared aims and priorities
Leaders are committed to sharing information and intelligence	Leaders routinely share information in tackling operational problems Leaders routinely identify and use joint intelligence in tackling operational problems

The Collective Leadership Inventory (CLI)

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THE VALUE: Systems and structures are in place to support the vision and action plan in delivering transformational change

Systems and structures should be aligned to the collective vision. They should help in ensuring that investment choices that reflect current services raise confidence that choices can be made about how services are delivered. Service specifications should be aligned to the outcomes framework

Value statements: Consider your systems and structures in relation to the collective vision:

Do you have the right systems mapped out?

Do clear and accurate services specifications reflect partnership values whilst supporting the values of other stakeholders?
Are investments prioritised based on an understanding of trends and behaviours and the known gaps?
Do workforce planning processes support the vision and commissioning frameworks?
Is the quality of services given enough emphasis?
Are your systems and structures aligned to your vision, aims and objectives?
Do you provide guidance in relation to the development of systems and structures as a collective leader?

Behaviours underpinning the values (which are measurable)

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing the value of systems and structures:

STANDARDS

BEHAVIOURS

Focus on Critical Reflection as a means of Continuous Improvement

Formal processes exist for critical reflection
Continuous improvement is a priority

The implementation of the vision is equally applied and ethical and is thus considered as both legitimate and trustworthy by other stakeholders.

Strategy applied equally
Delivery is ethical

Innovative policies and approaches are encouraged based on knowledge and risk analysis

Evidence based policy making is practised
Constructive risk analysis takes place

Accountability is shared and distributed through governance arrangements that are open and transparent.

Decision making is open through shared accountability
Vertical accountability is transparent for each partner

The Collective Leadership Inventory (CLI)

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THE VALUE: Development of leaders and individuals takes place to support the transformation of the collective vision into delivery

The development of skills and appropriate behaviours are critical in transforming the vision into delivery and in moving towards the stated aims of the vision.

Value statements: Consider the members of your partnerships:

Giving the right people
the right skills
to do the right things
in the right places

Is there a sufficient focus on encouraging knowledge, skills, behaviours and characteristics that will underpin effective delivery?
Are skills being developed to ensure that capability and capacity are integral to strategy and delivery?
Do leaders engage with development and training organisations to improve capability for both the organisation/s and individuals within them?
Does the culture of the organisation and its partners encourage skills to undertake self reflection (on individual leadership style and competences) and organisational reflection?
What evidence is there of critical organisational or self reflection leading to either organisational or individual learning?
Do you clarify what is meant by reflection?

Behaviours underpinning the values (which are measurable)

The partnership, alliance or consortium as a whole
The organisation of each partnership member (or stakeholder)
The team (in the case of those who have an official role) or the group (for those who are representatives)

Based on research described elsewhere we have identified the following standards and appropriate behaviour in assessing the value of developing skills and behaviours:

STANDARDS

BEHAVIOURS

There is sufficient focus for individual members to reflect on their competence, skills and action and constructively challenge others.

Leaders make time available for reflection
Evidence of 'constructive' challenge

Leaders pay regard to their own personal impact and development in transforming strategies and in building trust.

Impact assessment is encouraged
Internal trust is positive

There is a commitment to the building of capacity and capability of partner organisations in transforming strategies through evidence based action.

Capacity and capability building within organisations
Capacity and capability building across organisations

Individual members skills and behaviours are aligned with the aims of the vision and strategy.

Leaders take responsibility
Mechanisms to align skills and behaviours exist

The Collective Leadership Inventory (CLI)

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