The 7C Leadership Compass is a practical framework designed for leaders who want clarity, consistency, and impact in how they lead teams and organisations. This playbook breaks leadership down into seven core capabilities that help you make better decisions, communicate with confidence, and build trust at scale. Instead of abstract theory, you’ll find clear models, real-world examples, and actionable guidance you can apply immediately.
Appendices This guide includes two essential appendices to deepen your understanding of, and put into practice, the 7C Compass:
Appendix A – Neuroscientific foundations of the 7Cs This appendix explores the scientific foundations of each capability, drawing on models such as SCARF to explain how the brain responds to social threats and rewards. It provides a deeper understanding of the “why” behind inclusive leadership behaviours.
Appendix B – Comparison with existing leadership models This appendix positions the 7C Compass in relation to other well-established leadership frameworks (Goleman; Bass & Burns; Greenleaf; etc.). It highlights the complementaries and the unique contributions of the 7C model, notably its grounding in the behavioural sciences and its focus on moral ambition.
Appendix C – Discovering Your Unique Ability and Ikigai This appendix is a complementary tool designed to help you identify your Unique Ability (UA) – the combination of natural talents that brings you joy and energy – and to use it as the inner compass guiding your leadership. In Japanese culture, this is known as Ikigai: the intersection of what you love, what you are good at, what the world needs, and what you can be paid for. This exercise helps you discover your UA/ Ikigai in just 15 minutes. 9
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Appendix A Neuroscientific foundations of the 7Cs The 7C Leadership Moral Ambition Compass is not merely a theoretical model; it is deeply rooted in the science of how our brains function in social and professional contexts. This appendix provides an overview of key research in neuroscience and psychology that underpins and validates the principles of the 7C framework, demonstrating how these behaviours create optimal conditions for trust, creativity and engagement to flourish.
The Neuroscience of the 7Cs Each of the seven “Cs” contributes in a specific way to building this high-confidence, high- performance environment, as supported by research in neuroscience:
It has been shown that high-confidence environments, rich in oxytocin, lead to significant improvements in organisational performance. A study conducted on a nationally representative sample of working adults in the United States found that employees in high-confidence organisations reported 50% higher productivity, greater job satisfaction, 74% less chronic stress, and stronger alignment with their organisation’s mission (Johannsen & Zak, 2021). This is explained by the fact that confidence and psychological safety fundamentally alter the way the brain processes information. In a state of psychological safety, the brain’s threat-detection centre – the amygdala – remains calm. This allows the prefrontal cortex (PFC) – the region responsible for higher-order cognitive functions such as complex problem-solving, planning and creative thinking – to operate at full capacity (Edmondson, 2019). Psychological safety, defined by Amy Edmondson as “a shared belief held by members of a team that the team is safe for interpersonal risk-taking” (Edmondson, 1999), has been shown to be the single most critical factor in team effectiveness. Google’s Project Aristotle (2012–2016), which analysed more than 180 teams, demonstrated that psychological safety was by far the strongest predictor of collective performance – well beyond team composition or individual skills (Duhigg, 2016; Rozovsky, 2015).
Conversely, in low-confidence, high-fear environments, the brain perceives social threats – such as public criticism, exclusion or unfair treatment – with the same intensity as physical threats (Lieberman, 2013). Neuroimaging studies have shown that social rejection activates the same neural networks as physical pain, notably the dorsal anterior cingulate cortex (Eisenberger et al., 2003). This triggers a fight-or-flight response, flooding the system with stress hormones such as cortisol and adrenaline. As a result, cognitive resources are diverted away from the prefrontal cortex towards the amygdala, inhibiting our ability to think clearly, learn and collaborate effectively. The 7C model is explicitly designed to create the conditions that promote oxytocin release while minimising this threat response – enabling confidence, creativity and engagement to flourish.
The Neurobiology of Confidence and Psychological Safety: The Foundation of the Compass
The entire 7C framework rests on a foundation of confidence and psychological safety, which has a well-documented neurobiological basis. When we feel confident and psychologically safe, our brains release the neurochemical oxytocin, often referred to as the “social bonding hormone” or the “confidence and trust hormone”. Research by Paul J. Zak and his colleagues has shown that oxytocin is a key signalling molecule that informs the brain that a person or situation is safe and reliable (Zak, 2017). While oxytocin plays a decisive role in fostering social bonds, cooperation and confidence in others, it is important to note that its effects can vary depending on context and individual differences (Matsushita et al., 2025).
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C
NEUROSCIENTIFIC FOUNDATIONS
Rooted in the concept of self-efficacy – the belief in one’s own ability to succeed – developed by Albert Bandura (1997). Research shows that high self-efficacy is associated with improved performance and greater resilience in the face of setbacks. From a neurological perspective, self-efficacy engages multiple brain systems, notably the prefrontal cortex and the basal ganglia (Caprara et al., 2022). When we successfully complete a task, the brain’s reward system activates dopaminergic circuits, strengthening the neural pathways associated with that success and motivating future action. While the direct causal link between self-efficacy and dopamine is still under investigation, research suggests that mastery experiences – the primary source of self-efficacy according to Bandura – positively influence the brain’s motivation and reward systems. Activates the brain’s empathy and social cognition networks. The mirror neuron system, first discovered in primates, plays a role in understanding others’ actions and may contribute to empathy (Rizzolatti & Craighero, 2004). It should be noted, however, that the precise role of this mechanism in human empathy remains a subject of scientific debate (Bonini & Michael, 2022; Hickok, 2014). Nevertheless, when we genuinely listen to and value others’ perspectives, the brain engages social cognition processes that foster a sense of connection and mutual understanding. This prosocial behaviour can trigger the release of oxytocin in both the giver and the receiver, strengthening social bonds (Zak, 2017). Leverages the power of collective intelligence. When teams collaborate effectively within a psychologically safe environment, they are able to pool cognitive resources, leading to solutions that are more innovative and robust than those any individual could achieve alone. Recent research suggests that collective success activates reward systems in the brain, although studies directly comparing collaborative and individual work remain limited. Shared success and mutual recognition stimulate oxytocin release and may activate dopaminergic circuits, reinforcing the perceived value of teamwork (Hamid et al., 2016; Johannsen & Zak, 2021). Strengthens confidence by aligning with the brain’s innate preference for predictability and pattern recognition. The brain functions as a “prediction machine”, constantly attempting to anticipate what will happen next in order to minimise uncertainty and prediction error (Friston, 2010). When a leader behaves consistently, their actions become predictable and reliable, reducing uncertainty and the associated cognitive load. This predictability creates a sense of stability and safety, calming the amygdala and preserving mental energy for higher-order tasks (Hanson, 2013). The orbitofrontal cortex, in particular, plays a key role in processing predictability and reducing anxiety related to uncertainty (Wilson et al., 2014). The cumulative result of the first four Cs. From a neuroscientific perspective, credibility is the internal representation that others form of a leader’s reliability. This model is built over time through repeated, consistent experiences of the leader’s competence, integrity and care. Once a leader has established a strong neural representation of credibility in the minds of their team – encoded within memory and social evaluation networks – their capacity to influence and inspire is significantly amplified. Credibility reduces the need for constant verification and enables a more fluid, automatic form of confidence. Becomes possible when fear of interpersonal risk is low. With the amygdala in a calm state due to psychological safety, leaders and teams can more easily access the executive functions of the prefrontal cortex, enabling bold decision-making and calculated risk-taking. Courage is not the absence of fear, but the ability of the prefrontal cortex to regulate the amygdala’s emotional response, allowing rational risk assessment and action despite uncertainty (Edmondson, 2019). In a high-confidence environment, this emotional regulation is facilitated, freeing the cognitive energy required for innovation and constructive risk-taking. Creativity is directly linked to the brain’s Default Mode Network (DMN) – a set of interconnected brain regions that are particularly active when the mind is at rest and free to wander, enabling associative thinking and imagination (Raichle et al., 2001). Recent research using direct cortical stimulation has demonstrated a causal link between the DMN and creative thinking (Shofty et al., 2022). Neuroimaging studies published in 2024 further confirm that the electrophysiological dynamics of the DMN play a decisive role in creative processes (Bartoli et al., 2024). Psychological safety allows the brain to enter this more associative and imaginative state, fostering the generation of new ideas. Chronic fear and stress, by contrast, suppress DMN activity and keep the brain in a narrowed, threat-focused state – one that is fundamentally incompatible with creative thinking. By creating a high-confidence environment, the 7C framework literally unlocks the brain’s creative potential.
CONFIDENCE
CONSIDERATION
COLLABORATION
CONSISTENCY
CREDIBILITY
COURAGE
CREATIVITY
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Conclusion In summary, the 7C Leadership Moral Ambition Compass provides a behavioural roadmap for creating the neurobiological conditions in which human beings thrive. By intentionally practising the reflexes and habits of the 7Cs, leaders can systematically build a culture of confidence and psychological safety. This, in turn, calms the brain’s threat response, frees the higher-order cognitive functions of the prefrontal cortex, and activates the creative potential of the Default Mode Network. The result is individuals and teams that are more engaged, more resilient and more innovative – capable of addressing the complex challenges of our time with courage and creativity.
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AUTHOR(S)
YEAR TITLE
SOURCE / DOI
Bandura, A.
1997
Self-Efficacy: The Exercise of Control
New York: W. H. Freeman
1
2024
Default mode network electrophysiological dynamics and causal role in creative thinking
Nature Communications, 15, 3178 https://doi.org/10.1038/s41467-024-47028-0
Bartoli, E., et al .
2
Scientific References Sources Cited in the 7C Leadership Playbook.
2022 Mirror neurons 30 years later: Implications and applications Trends in Cognitive Sciences, 26(9), 767-781 https://doi.org/10.1016/j.tics.2022.06.003
Bonini, L., & Michael, J .
3
Caprara, G. V., et al.
2022
Self-efficacy beliefs in managing positive emotions
Frontiers in Psychology, 13, 1033927 https://doi.org/10.3389/fpsyg.2022.1033927
4
Duhigg, C.
2016 What Google learned from its quest to build the perfect team The New York Times Magazine nytimes.com/2016/02/28/magazine/...
5
Note: This list includes the main scientific sources cited throughout the playbook.
Edmondson, A. C.
1999
Psychological safety and learning behavior in work teams
Admin. Science Quarterly, 44(2), 350-383 https://doi.org/10.2307/2666999
6
Edmondson, A. C.
2019
The Fearless Organization
Hoboken, NJ: Wiley
7
Eisenberger, N. I., et al.
2003
Does rejection hurt? An fMRI study of social exclusion
Science, 302(5643), 290-292 https://doi.org/10.1126/science.1089134
8
Friston, K.
2010
The free-energy principle: A unified brain theory?
Nature Reviews Neuroscience, 11(2), 127-138 https://doi.org/10.1038/nrn2787
9
Hamid, A. A., et al.
2016
Mesolimbic dopamine signals the value of work
Nature Neuroscience, 19(1), 117-126 https://doi.org/10.1038/nn.4173
10
Hanson, R.
2013
Hardwiring Happiness
New York: Harmony Books
11
Hickok, G.
2014
The Myth of Mirror Neurons
New York: W. W. Norton
12
Johannsen, R., & Zak, P. J.
2021
The neuroscience of organizational trust and business performance
Frontiers in Psychology, 11, 579459 https://doi.org/10.3389/fpsyg.2020.579459
13
Lieberman, M. D.
2013
Social: Why Our Brains Are Wired to Connect
New York: Crown Publishers
14
Matsushita, H., et al.
2025
Human social behavior and oxytocin
Neuroscience Research, 200, 1-12 https://doi.org/10.1016/j.neures.2023.06.006
15
Raichle, M. E., et al.
2001
A default mode of brain function
PNAS, 98(2), 676-682 https://doi.org/10.1073/pnas.98.2.676
16
Rizzolatti, G., & Craighero, L.
2004
The mirror-neuron system
Annual Review of Neuroscience, 27, 169-192 https://doi.org/10.1146/annurev.neuro.27.070203.144230
17
Rozovsky, J.
2015
The five keys to a successful Google team
Google re:Work rework.withgoogle.com/blog/...
18
Shofty, B., et al.
2022
The default network is causally linked to creative thinking
Molecular Psychiatry, 27(3), 1833-1843 https://doi.org/10.1038/s41380-021-01403-8
19
Wilson, R. C., et al.
2014
Orbitofrontal cortex as a cognitive map of task space
Neuron, 81(2), 267-279 https://doi.org/10.1016/j.neuron.2013.11.005
20
2017
The neuroscience of trust
Harvard Business Review, 95(1), 84-90
Zak, P. J .
21
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Appendix B Comparison with existing models This section presents a reference framework and comparison of established management and leadership models that are complemented by the 7Cs. The 7C Leadership Moral Ambition Compass emerges from a rich tradition of leadership theory and practice. This appendix positions the 7C framework within the broader landscape of established leadership models, examining both their complementarities and the unique contributions of the 7C Compass to contemporary leadership. 1. Introduction The 7C Leadership Moral Ambition Compass emerges from a rich tradition of leadership theory and practice. This appendix positions the 7C framework within the broader landscape of established leadership models, examining their complementarities and the unique contributions of the 7C Compass to contemporary leadership. As organisations navigate increasing complexity, heightened expectations around social responsibility, and the imperative of a sustainable transition, leaders need frameworks that integrate multiple dimensions of effective leadership.
Strengths: Grounded in neuroscience; adaptive; measurable; strong focus on social skills. Limitations: Limited focus on values; weak stakeholder grounding; does not address DEI. 2.2. Transformational vs transactional leadership (Bass & Burns) Core concept: A continuum between transactional leadership (exchange-based) and transformational leadership (inspiration-based).
2.3. Servant leadership (Greenleaf)
This comparative analysis demonstrates how the 7C Compass draws on behavioural sciences, neuroscience, and stakeholder-centred leadership, while offering a distinctive approach to moral ambition. 2. Key leadership frameworks: overview 2.1. The six leadership styles by Goleman
Core concept: Leadership begins with service.
Key characteristics: Listening, empathy, healing, persuasion, conceptualisation, foresight, stewardship, people development, community. Strengths: Explicitly values-based; aligned with stakeholder thinking. Limitations: Perceived as passive; weak performance orientation.
Origin: Daniel Goleman (2000)
Transformational leadership: • Idealised influence • Inspirational motivation • Intellectual stimulation • Individualised consideration Transactional: • Contingent rewards • Management by exception • Task compliance
Core concept: Effectiveness stems from emotional intelligence, expressed through six leadership styles applied according to the situation.
2.4. Authentic leadership
Core concept: Alignment between personal values and action.
The six styles: • Coercive: “Do what I tell you” • Authoritative: “Come with me” • Affiliative: “People come first” • Democratic: “What do you think?” • Pacesetting: “Do as I do, now” • Coaching: “Try this” Components of emotional intelligence: Self-awareness, self-regulation, motivation, empathy, social skills.
Dimensions: Purpose, values, heart, relationships, self-discipline.
Strengths: Places integrity at the centre; a response to the crisis of trust. Limitations: Individualistic; limited tools for managing systemic complexity.
Strengths: Empirically robust; includes moral dimensions; develops followers. Limitations: Risk of charismatic dependency; limited systemic focus.
6 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
2.5. Adaptive leadership (Heifetz)
2.7. Neuroscience-based leadership (SCARF)
Creativity • Transformational Leadership; Adaptive Leadership; 4I; SCARF • 7C contribution: Collective innovation grounded in diversity • DEI: Inclusion in the funding and implementation of ideas
• 7C contribution: Bidirectional confidence • DEI: Equitable distribution of autonomy
Core concept: Mobilising people to address adaptive challenges.
Core concept: The brain processes social threats in the same way as physical threats.
Consideration • Servant Leadership, Affiliative style, Transformational Leadership • 7C contribution: Stakeholder mapping • DEI: Active inclusion of marginalised voices Collaboration • Democratic style, Adaptive Leadership, SCARF • 7C contribution: Structural mechanisms for inclusion • DEI: Measuring how credit is distributed Consistency • Authentic Leadership, Servant Leadership, Transformational Leadership • 7C contribution: Intention–impact analysis • DEI: Equity in treatment Credibility • Authentic; Servant; Transformational Leadership • 7C contribution: Credibility earned through continuous demonstration • DEI: Grounded in the confidence of marginalised groups Courage • Adaptive Leadership; Transformational Leadership • 7C contribution: Speaking truth to power • DEI: Naming systemic injustice
Key principles: • Get on the balcony • Distinguish technical vs adaptive challenges • Regulate distress • Maintain disciplined attention • Give the work back • Protect marginalised voices Strengths: Well suited to complexity; strong systemic thinking. Limitations: Difficult to operationalize; limited attention to emotions.
Domains : Status, Certainty, Autonomy, Relatedness, Fairness.
Strengths: Strong neuroscientific grounding; useful for everyday interactions. Limitations: Microscopically focused; lacks a systemic perspective.
3.2. The unique position of the 7C Compass
1. Coherence as the ultimate outcome Alignment between being (identity) and doing (impact). 2. Moral ambition as the guiding star A focus on creating value for all stakeholders. 3. DEI embedded by design Each C integrates power dynamics and measurable outcomes.
2.8. The 4I framework
Dimensions: Interested, Informed, Involved, Inspired.
2.6. Situational leadership (Hersey & Blanchard)
Strengths: Simple, actionable, motivating. Limitations: Limited theoretical grounding; confined to internal dynamics.
Core concept: Adapting leadership style to the developmental level of followers.
4. Dual assessment: behaviour + outcome Reveals the intention–impact gap.
3. Comparative analysis: alignment with the 7Cs 3.1. Mapping existing frameworks to the 7Cs Confidence • Goleman (authoritative style), Authentic Leadership, SCARF
Styles: Directing; Coaching; Supporting; Delegating. Limitations: Limited empirical validation; lacks a moral dimension.
5. Synthesis of neuroscience, behaviour and stakeholder theory An approach suited to the realities of the 21st century. 6. The causal flow of the 7Cs Confidence → Consideration → Collaboration → Consistency → Credibility → Courage → Creativity → COHERENCE.
7 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
4. Scientific foundations 4.1. Neuroscience Examples: • Confidence → prefrontal cortex, oxytocin • Consideration → mirror neurons • Collaboration → dopaminergic circuits • Coherence → reduction of uncertainty • Courage → fear regulation • Creativity → default mode network
5. Practical application: choosing your framework 5.1. Decision matrix (examples)
6. Conclusion The 7C Compass offers an integrative, morally grounded and operational framework, designed to meet the challenges of the 21st century. It synthesises behavioural sciences, neuroscience, stakeholder theory and DEI principles to provide a coherent, comprehensive and measurable pathway for leadership development.
CONTEXT
PRIMARY FRAMEWORK
7C COMPLEMENT
Social-purpose organisation
7C
Servant, Authentic
Crisis
Goleman, Adaptive
Courage, Consistency
Team development
Situational
Confidence, Consideration
4.2. Behavioural Sciences Social identity theory
Complexity
Adaptive
Collaboration, Creativity
Organisational culture
Servant, 4I
Coherence, Credibility
• Self-determination theory • Psychological safety • Implicit bias • Stakeholder theory
5.2. Integration recommendations
• Start with the 7Cs as a moral foundation • Add Goleman for situational flexibility • Use SCARF to guide day-to-day interactions • Draw on adaptive leadership for systemic challenges • Deepen the approach through authentic leadership
8 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
Appendix C Discovering your Unique Ability and Ikigai Why this exercise? Duration: 15 minutes Guided self-discovery exercise Before fully embodying the 7Cs, it is essential to understand who you truly are. Your Unique Ability (UA) – the combination of natural talents that brings you joy and energy – is the inner compass that guides your leadership. In Japanese culture, this is known as Ikigai: the intersection of what you love, what you are good at, what the world needs, and what you can be paid for. This exercise helps you discover your UA/ Ikigai in just 15 minutes.
Answer the following questions:
EXAMPLE: MARIE, HR DIRECTOR
MY UNIQUE ABILITY IS:
Marie’s Unique Ability: “Creating authentic connections between people”
______________________________________
1. What comes naturally to you and seems difficult for others?
______________________________________
• Superior: She instantly sees who should collaborate together • Energising: After a day of team facilitation, she feels energised • Enjoyable: She loves observing human dynamics and building bridges • Ongoing: She constantly reads about psychology and collective intelligence
_______________________________________________
______________________________________
_______________________________________________
2. Which activities give you energy rather than drain it?
_______________________________________________
_______________________________________________
3. What do others say you do exceptionally well?
PART 1: Identify Your Unique Ability (5 min)
_______________________________________________
Your Unique Ability has four defining qualities: (1) it is superior – you do it better than most people, (2) it is energising – it gives you energy rather than draining it, (3) it is enjoyable – you genuinely love doing it, (4) it is ongoing – you constantly want to improve at it.
_______________________________________________
4. When are you in a state of flow (your optimal performance zone)?
_______________________________________________
_______________________________________________
9 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
PART 2: Your Ikigai – The Four Circles (7 min)
Ikigai lies at the intersection of four dimensions. Fill in each circle with 3–5 elements:
WHAT YOU LOVE
WHAT YOU ARE GOOD AT
(Your passions, what you enjoy)
(Your talents, natural strengths)
WHAT THE WORLD NEEDS
WHAT YOU CAN BE PAID FOR
(Impact, contribution, value)
(Skills valued by the market)
MY IKIGAI (INTERSECTION OF THE FOUR CIRCLES):
10 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
TO GO FURTHER
Action Plan: Living Your Unique Ability / Ikigai through the 7Cs
PART 3: Connecting Your Unique Ability, Purpose and the 7Cs (3 min)
• Unique Ability: Free guide by Strategic Coach → www.strategiccoach.com/resources/ guides/a-beginners-guide-to-unique-ability
My Purpose (why I exist):
QUESTION
YOUR RESPONSE
_______________________________________________
How can I spend more time in my Unique Ability this week? Which non-UA activities can I delegate or eliminate? How can my Unique Ability amplify my 7C impact?
• Ikigai: Scientific article on PositivePsychology.com → positivepsychology.com/ikigai/
_______________________________________________
How my Unique Ability serves my Purpose:
• Reassess your Unique Ability / Ikigai every 6 months to track your evolution “ YOUR UNIQUE ABILITY IS NOT WHAT YOU DO – IT IS WHO YOU ARE. THE 7CS DO NOT TRANSFORM WHO YOU ARE; THEY AMPLIFY YOUR BEST SELF.»
_______________________________________________
_______________________________________________
Which of the 7Cs is most aligned with my Unique Ability?
_______________________________________________
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