CharacterScope

CharacterScope was developed as a way of making Strengths-based research relevant and accessible to a wide audience, with a specific focus on leadership. Its current format contains 40 items, split between 18 character strength indicators, 16 intelligence indicators and 6 leadership markers. The development team cite a number of influences: • Research on character structure rather than personality traits, drawing on the work of Martin Seligman and Chris Peterson, in arguing that character strengths are a central consideration in an individual’s effectiveness as a leader. Character, they argue, offers a connection with the creation of social value, whereas personality tends to be more socially neutral. Character strengths and virtues from the Seligman and Peterson model which were not identified as key to leadership, were not included in the CharacterScope framework. Additionally, the Seligman and Peterson classification includes factors that are seen as facets of intelligence in the CharacterScope framework (e.g. Judgement, Social intelligence, Emotional & Relationship intelligence). • Theories of multiple intelligences, notably Robert Sternberg’s triarchic intelligence model, and Daniel Goleman’s articulation of emotional intelligence and social intelligence • The distributed leadership model which sees the potential for leadership as being inherent in everyone, with people moving fluidly between leadership and followership contributions depending on the task and demands of the situation. It is also influenced by Herminia Ibarra’s writings on leadership identity, encouraging people to think of leadership as much a part of their identity as being a son or daughter, friend or neighbour. CharacterScope Leader types CharacterScope uses 40 indicators to map an individual against 9 Leader types. These are described as follows: • The Innovator They are willing to think the unthinkable, make connections others miss, good at anticipating how the world may change and are willing to make bold, game-changing decisions, even at the risk of failure or seeming foolish. • The Entrepreneurial leader They are great at spotting the potential in situations and have the network of contacts, personal resourcefulness and determination to follow through and turn possibilities into reality. • The Executional leader The Executional Leader is focused and driven to achieve great results. They will work tirelessly on a challenging task until it is completed, galvanising and driving the efforts of others, refusing to be deflected by setbacks • The Practical leader They are great at translating strategy into practical results, with a strong feel for what will work in the real world. They balance the short-term with the long-term, bringing a sustained focus on improving the quality, reliability and effectiveness of whatever they are leading. • The Strategist They provide strategic clarity to people and organisations. They are valued for their judgement, their wisdom about what is going on and their insight about what needs to happen to move a difficult task forward, unstick a relationship, or handle a tricky people situation. • The Servant leader The Servant Leader gets their own ego out of the way and focuses on the team and organisation around them. They pull people together around shared goals, recognise and play to people’s strengths and inspire teams to perform strongly. Many come to personify the team, to embody its core values and identity. • The Transformational leader They are great at leading people and organisations through change. Some deliver change in processes, products and structures, but the best are just as good at changing beliefs, mind-sets and culture. • The Charismatic leader They seem to pull people towards them – who are drawn by their inner convictions and vision. The best create inspiration, energy and change for people, generating a sense of possibilities and potential. • The Professional Professionals are known for their commitment to mastery of their chosen subjects and their determination to deliver on whatever personal commitments they make. They work with great energy, drive and focus in the service of others.   Application and use • CharacterScope is accessed via its website (http://www.characterscope.com/), which provides the main self-rating interface and feedback reports for individuals. In keeping with the philosophy of seeking to democratise the concept of leadership, it does not require the use of accredited practitioners to administer and interpret the questionnaire, instead providing materials to guide the individual user through their own interpretation and development journey. The system will serve up development tips and resources to guide a user in their leadership development, encouraging people to investigate and change the cycles of action-reflection-emotion (‘do-think-feel’) that govern their effectiveness when they lead. • Individual users also have the option to complete CharacterScope for others as a way of providing feedback to them, or invite others to complete a review for them. Teams are also able to request a team report, which aggregates individual’s CharacterScope data to provide a mapping of the collective strengths and gaps of the team, to guide actions on team development. Consulting & Training Based on the instrument and model, The Thinking Partnership and CharacterScope offer masterclasses, online coaching and team workshops to help people develop their effectiveness as a leader and help teams improve their impact and cohesion.

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