One of the useful features of the LVI is its unique rating scale.

Leaders are not just derailed by their weaknesses. Sometimes, it’s their “strengths that become a weakness” through overuse. The Too Little / Too Much scale lets leaders know when they’ve crossed that line. It also tells leaders what they’re doing right – and what they could emphasise more to have an even greater impact.

Feedback is non-judgmental: whereas being rated on a 5-pt scale feels like being graded, the TL/TM scale is more like advice from co-workers about how to be even more effective, which reduces defensiveness and encourages a growth mindset.

A simple model of paradoxical demands of leadership.

The LVI assesses the opposing but complementary behaviours required for effectiveness. It resonates with leaders because they recognise the tensions and trade-offs that make their job a balancing act.

Provides feedback on how you lead (interpersonal style) and what you lead (organisational focus).

Items are written as very specific behaviours to provide precise guidance for exactly what changes to make.

Organised around the concept of versatility - the key to thriving in a disruptive world.

Versatile leaders are able to read and respond to change with appropriate and effective behaviours.

By doing less of what they overdo, more of what they underdo leaders learn to become more versatile.

Versatility is statistically related to employee engagement, team agility, business unit productivity, and more. As the world has gotten more VUCA, versatility has played a stronger role in effective leadership.