Develop leaders

To lead others, we must know ourselves

Our strength as leaders comes from who we are as people. Yet often what makes us great can also hold us back. What got us into a position of leadership in the first place is only part of what’s needed now. Often what is most needed to truly lead others is fully understanding and managing ourselves.

Putting clarity to work to develop leaders and teams

Working with CEOs, leadership teams and high potentials, Kaplan DeVries helps people understand their essential character, change their mindset and make a deep and lasting difference in their work and lives. Veterans of the executive suite, we bring the discipline of our pioneering work on leadership effectiveness starting in the 1980s and continuing right up to the present.

Abrasive leaders learn to smooth their rough edges, operators become more strategic, emerging leaders increase their momentum. And leadership teams gel, weather storms, correct imbalances in power, CEO-COO pairs form and function. This level of clarity is essential to help solve the toughest leadership challenges we face.

Seeing through complexity

With clarity about ourselves and our team, we are better able to navigate complexities, adapt to disruptions and realize our full potential. Kaplan DeVries’ approach uniquely combines:

• Rich perspective - We systematically work through multi-faceted evidence to reveal a compelling truth. Data is collected from coworkers, past and present; verbatim comments are balanced with ratings from our proven Leadership Versatility Index®, as well as personality profiles and team surveys. All of this is placed in the context of the individual’s life, the team’s circumstances and history. This forms a coherent view that is strong enough to change the way a leader sees themselves.
• Rigorous process - In a phased approach, we analyze and interpret the data with the leader or team. Data is organized, re-organized and viewed from every angle. Themes are drawn out, strengths and limitations sorted out, underlying patterns identified. Ultimately, the principal elements are distilled down to their essence to reach profound simplicity on the other side of complexity; a fundamental definition of true nature or character. We then identify 2-3 priorities for change and a practical plan of action. Being part of the process encourages ownership of the issues and commitment to change.
• Personal relationships - Our consultants foster open and trusting relationships with clients, which often last many years. We make sense of things together in a dynamic process of shared discovery.

Operating with clarity

The clarity that comes from this reflects different perspectives, breaks down false perceptions, sheds light on true character and helps people see it for themselves - and then act upon that knowledge.

It illuminates the path forward, liberates individuals and teams from self-limiting mindsets and sparks the natural energy for change in their work and lives.