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LVI®
360

Leadership Versatility Index®

Psychometrically validated 360 degree feedback tool for Leadership

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The Leadership Versatility Index ® (LVI) is the thinking manager’s feedback survey. It is based on a leadership
model that offers a simple, compact framework to account
for the complexities of the manager’s job—the tensions and trade-offs, the balances to be struck. It covers both the interpersonal aspects of leading with the forceful-enabling duality as well as the business side with the strategic-operational duality.

While based on research, the LVI came out of years of consulting to senior managers about their leadership.
This research and up-close work with leaders formed
the basis of the book, The Versatile Leader. The book
and the 360 are a matched set—the book explains the conceptual model of leadership and development and
the 360 is the vehicle for applying it.

Because of its validity, brevity, and focus, the LVI is effective
as a stand-alone assessment as well as part of a larger assessment battery. Some organisations use it to
supplement their own in-house 360s.

Leadership Versatility Index 360 Multi-rater feedback for Leaders

Leadership Versatility Index - Harvard Business Review
See the article "Stop Overdoing Your Strengths" by Robert E. Kaplan and Robert B. Kaiser.
February 2009

"The Leadership Versatility Index ® is really slick. It is conceptually based—unlike the mindless and lifeless lists of competencies that are the standard 360 fare. This instrument captures the complexity of leadership. Plus the feedback report is brief, clearly and briskly written, attractively laid out, and informative for the recipient. It packs quite a punch in a small package."

Robert Hogan, Ph.D.
President, Hogan Assessment Systems

Distinct Advantages

An innovative, more realistic rating scale

We all know that one way managers get themselves into
trouble is by overdoing it—doing too much of a good thing, whether that be talking too much, pushing too hard, delegating too much authority, getting too caught up in the details,
and so on. That’s how strengths become weaknesses.

Most 360 instruments do not directly measure overdoing.
Their rating scales are only designed to pick up deficiencies. Our new rating scale captures both "underdoing it" and "overdoing it", as well as effective performance.

The traditional 1-to-5 scale assumes that more is better.
But managers—intense and driven as they are—often get
in trouble by going to counterproductive extremes. The Leadership Versatility Index picks up overkill as well as deficiencies and strengths.

LVI Leadership 360 - rating scale

Reflects the tension and tradeoffs in leadership.
We all know that one way managers get themselves into trouble is by overdoing it—doing too much of a good thing, whether that be talking too much, pushing too hard, delegating too much
authority, getting too caught up in the details, and so on. That’s how strengths become weaknesses.

How You Lead
Forceful Leadership	vs.	Enabling Leadership
exercising power and authority to push for performance		creating conditions for other people to be influential and contribute
Takes charge Declares/decides Pushes		Empowers Listens/includes Supports
What You Lead
Strategic Leadership	vs.	Operational Leadership
*positioning the organisation to be competitive in the future*		driving the organisation to get results in the near future
Direction Growth Innovation		Execution Efficiency Order

Everyone talks about balance, which is a two-sided idea. However, standard assessment tools are built on linear models; lists of skills and dimensions in isolation from one another.
The Leadership Versatility Index pairs up the key opposing
but complementary skills and behaviours that make leadership a balancing act.

Both the interpersonal and the business side of leadership. Leadership is not just about the interpersonal side—the how of leading. It is also about the business side—the what of leading. The Leadership Versatility Index assesses the interpersonal part of leadership with the opposing forceful and enabling dimensions. It also assesses the business side with the opposing strategic and operational dimensions.

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