STRATEGY
requirements and in deciding on a development plan to perform better and enjoy their work as leaders more. Here is our perception of what a leadership quotient might take into consideration; it is up to you, the reader, to decide if it makes sense or not. We suggest that you go through the assessments first and then reflect on the short debriefings thereafter. Assessing leadership traits and skills We believe your scores for each set of questions ( see box, right ) can be interpreted in the following ways. A score between 40 and 50 is very high; you excel in the use of that leadership trait, but be careful not to overdo it, as it can be both time and energy-consuming. It can also be mismatched with the requirements of the situation at hand. A score between 20 and 40 means you can activate that leadership skill if necessary, but it may be possible that it is not quite your best one, so be careful when you use it. Even better, solicit the contribution of some people who you know can perform better than you in that area. A score between 10 and 20 indicates that you must either learn how to boost it, or find partners who can step in to help you. Alternatively, go back to your answers to the various questions and ask somebody who knows you and whom you trust to confirm that assessment. Interpreting the questionnaire responses And so to our proposal for developing a leadership quotient, or LQ. We have identified various distinct parts based on what leadership is at its core and indeed has always been: in the words of author David Deutsch, it is “the ability to create explanatory knowledge of reality and use it for the better”. The first factor is the “fast-thinking process”, developed by psychologist Daniel Kahneman. This is about activating and trusting your intuition (at least up to a point). It is characterised by the ability to assimilate a complex situation very quickly, understand what its key problems or opportunities are, make a swift diagnosis and move forward with a solution. The second factor in our LQ equation is the exact opposite: Kahneman’s “slow-thinking process”. The human brain has the potential ability to check the outcome of an intuitive impulse through the use of rational thinking
LQ test Step 1: Read each item carefully Step 2: Assess yourself on a scale from 1 (not at all) to 3 (moderately) and 5 (definitely) Step 3: Add up your numbers and write down the total before moving to the next set of questions QUESTION SET ONE How good are you at: • Reacting very quickly (without too much thought) when facing a problem • Valuing your hunches • Getting impatient with too many arguments • Believing in spontaneity • Trusting your very first reaction when asked to make a decision • Activating the ‘flair’ in you • Moving quickly from one idea to another • Coming up (easily) with options when asked to solve a problem • Thinking that 1+1 does not make 2 • Enjoying new ways of thinking and acting QUESTION SET TWO Are you good at: • Taking pleasure in analysing things and people • Enjoying a rational way to present ideas • Believing in the power of logic • Probing a given problem completely and thoroughly • Using the “If… then…” approach to a situation
• Taking pleasure in an exchange of sound arguments • Taking your time when facing a new challenge • Thinking that any problem has its solution • Sticking to your ideas until they are proved wrong • Checking and cross-checking the validity of ideas (including your own) QUESTION SET THREE Are you good at: • Seeing the positive and negative sides in potential solutions to problems • Comparing and benchmarking before choosing a way to move ahead • Believing in finding the best way to improve a given situation • Enjoying rational decisions (solid and well-documented) • Visualising the outcomes of various action plans • Valuing the search for the best opportunities in a challenging situation • Looking for the pros and cons of various options in the workplace before deciding • Grasping the advantages and disadvantages of potential solutions
to an identified problem • Caring about e ciency • Always trying to discover the best way to perform and enjoy your job
32 | Ambition FEBRUARY 2024
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