Frequently Asked Questions

The following frequently asked questions (and answers) address the common discussion themes and misconceptions people often encounter when trying to integrate what they already know about leadership with the LeadershipSOPs methodology and framework.

Are LeadershipSOPs best practices developed to apply to all leaders in all situations?
Why isn’t strategy one of the three leadership domains?
What does ecosystem really mean?
Why doesn’t the LeadershipSOPs model include soft skills competencies?
Where does accountability land within the LeadershipSOPs framework?
Why are there so many acronyms?
Do I have to document my LeadershipSOPs?
Is a community of effort the same thing as a team?

1. Are LeadershipSOPs best practices developed to apply to all leaders in all situations?

A: We believe all leaders should develop and deploy their own LeadershipSOPs across the three domains of leading (structure, operate, and perfect) and within each dimension under those domains. And, we believe there is such a thing as best practices which generally transfer nicely across leaders and companies. However, we do not believe details like sequence and frequency translate well across leaders, functions, and companies. For instance, all leaders should meet individually with each of their direct reports with relative frequency; but it is impossible to say what the frequency should be for every leader, function and company. For this reason, we emphasize “LeadershipSOPs are your standard operating procedures for structuring, operating, and perfecting your communities of effort.”

2. Why isn’t strategy one of the three leadership domains?

A: We believe strategy is a critical component in the architecture of every community of effort (CoE). However, strategies do not exist in a vacuum. Upstream, they are inextricably connected to (and the result of deep thinking about) the:

Entire ecosystem within which a CoE exists and interacts;
Ways in which the CoE delivers value to the ecosystem (or its purpose);
Business objectives (both the long-term vision and shorter-term goals); and,
Overall culture.

We represent these upstream dimensions as SCOPE (strategies, culture, objectives, purpose and ecosystem). Think of the strategies that are developed as part of a CoE’s SCOPE as the result of the other components, starting with the “E” or ecosystem and working from right to left across the dimensions of the acronym culminating in the strategies which correspond with the other components (i.e. pursue cultural and business objectives and respect the CoE’s purpose and ecosystem. Downstream of strategy is the design of the WORK. WORK is (another acronym standing for work methods, organizational structures, rewards and recognition systems and knowledge and capabilities required to pursue the SCOPE. While the “S” in LeadershipSOPs could have been used to stand for “strategy;” we decided to use a word that better represented the entire domain, versus just one component. To us, the word “Structure” better represented the combination of the 9 dimensions (four upstream and four downstream of strategy) which comprise this critical domain.

3. What does Ecosystem really mean and why is it part of your SCOPE model?

A: Ecosystem is typically a term used to describe the biologic organisms (and their interconnections) within the natural boundaries (or scope) of their mutual habitats. In the LeadershipSOPs, we use this concept in much the same way, helping to describe the boundaries, stakeholders and key interaction within the SCOPE of a Community of Effort. Overtly defining the ecosystem as part of the SCOPE-ing process encourages leaders and their members to explore their context as part of understanding their purpose, as well as the intended and unintended consequences of their operating practices on their customers, collaborators, competitors, etc.

4. Why doesn’t the LeadershipSOPs model include soft skills?

A: Soft skills enhance our ability to read and engage with others. Because leading is inherently people-intensive, they frequently improve leadership effectiveness. However, they do not inform the actual work of leading, they enhance delivery. As a result, starting with soft skills when training leaders is like starting with sportsmanship while training a football quarterback. It will improve on-filed interactions but do little to develop quarterback who understand their position on the field of play. We believe both are important but have develop our model to address what we see as the primary and most underserved element within leadership programs. The LeadershipSOPs model helps leaders lead more of the time, more comprehensively and more consistently by communicating the:

Purpose of leading (cultivating willing, capable, and sustainable Communities of Effort);
Primary work of leading (engaging in the three domains of leadership and theircorresponding dimensions of leading); and,
Process of leading (developing and deploying personal standard operating procedures).

5. Where does accountability land within the LeadershipSOPs framework?

A: Accountability is core to leadership and addressed within the LeadershipSOPs in a few different ways. First, the framework establishes the primary accountability for every leader, generating a willing, capable, and sustainable Communities of Effort. This is in contrast to other models which suggest the primary accountability of the leader is goal achievement. Our belief is goal-centric versus people-centric definitions of leadership set leaders upon a slippery slope that can only lead to “the ends justifying the means.” Second, the “A” in the PASE model (which highlights the three dimensions of the Operate domain) stands for accountability and contains an approach to problem-solving and improving accountability which encourages leaders to develop clear and effective assignment, execution, monitoring, evaluation and after-action operating mechanisms for all major work streams and pieces of work.

6. Why are there so many acronyms?

A: Our reliance on acronyms is born out of our desire to simplify the purpose, work and process of leading in a unique and memorable way. In so doing, we compressed and organized the most important leadership concepts hidden within scores of texts into just six acronyms.

LeadershipSOPs: A mnemonic double entendre identifying our core methodology (developing and deploying standard operating procedures) and our three domains of leading (structuring, operating, and perfecting)
SCOPE: Every Community of Effort has a SCOPE. It represents the primary business architecture of the group. Reaching beyond mission, vision and values, SCOPE stands for: Strategy, Culture, Objectives, Purpose, Ecosystem.
WORK: This acronym comprises the second half of the organizational design model, alluding to the work methods, organizational structures, rewards and recognition, knowledge and capabilities required to pursue and deliver the SCOPE.
PASE: The PASE model includes planning (operational and financial), accountability, and stakeholder engagement. Frequently, these operational dimensions account for the bulk of a leader’s time.
AEMEA: Our AEMEA accountability model breaks down the “A” in PASE into the critical components of a work execution system with each letter referring to the assignment processes; execution planning; monitoring mechanisms; evaluation routines; and actions required to manage performance.
ECT(M): ECT(M) is an individual coaching, team development and organizational transformation model which actively engages those seeking or impacted by change in the proactive phases of what is known as the change curve. The model focuses on cycling through the explore, clarify, and transform phases multiple times until success is ultimately found. Then, the pursuit of mastery begins by integrating the change into new standard operating procedures.

7. Do I have to document my LeadershipSOPs?

A: Taking the time to write down your LeadershipSOPs is an important step toward formalizing your thoughts, committing to them, setting yourself up for future process improvements and passing on your best practices to others. We highly recommend it and are finalizing an application, called LeaderForce to help leaders quickly document, organize, share and automate their LeadershipSOPs.

8. Is a Community of Effort the same thing as a team?

A: We think the term Community of Effort is more descriptive and powerful than the word team. “Community” is a very humanistic term suggesting choice, interdependence, shared goals, and trust. “Effort” is a great way to communicate a focus on developing the capacity to do work versus being overly focused on the team’s actual work or it’s actual goals. This concept is strange to some (as it feels like we are suggesting an inattention to results) but we like to say, “Leaders should be more focused on the means than the ends, less they find themselves at the end without the means.”