Evolving Beyond Labels with Lumina Spark

New Spark App coming soon – Individuals, teams and organizations using Lumina Spark
will have access to a brilliant new hi-tech app.

As a learning and development professional, I’m always thrilled when I share new information with someone and see the virtual light bulb go on.  That “aha” moment when knowledge and clarity intersect is where the door opens to personal, internal transformation.

This happened recently when I reviewed the results of BruceKasanoff’s Lumina Spark assessment with him. Like many people, he was a veteran of other behavioral assessments, and a doubter of sorts, since the labels those assessments provided didn’t quite fit.

At Lumina Learning we don’t believe in labels. Humans are far too complex to be categorized as EITHER/OR, or abridged into one of 16 personality types.  Reducing the complexity of the human personality into such a narrow scope can limit an individual in their own eyes, and in the eyes of others. It is both limited and limiting.

Lumina Spark is a more innovative, comprehensive and realistic approach that focuses on traits, not types.  It recognizes the complex contradictions that make each one of us unique. For example, an individual may have both introvert AND extravert qualities; they can be tactical AND strategic; they can focus on results, AND also care about the people.

Based on the latest academic research in the “Big 5” personality traits, as well as certain elements of Jungian theory, the Lumina framework embraces the fact that each individual possesses opposing personality traits. It’s “AND” thinking versus “EITHER/OR” thinking. Lumina embraces the paradox. 

Everyone possesses all five of the “Big 5” personality traits – extraversion, agreeableness, conscientiousness, neuroticism and openness to experience – but we each possess them to varying degrees. We are unique individuals, not types.

Lumina Spark achieves this more comprehensive view by looking at 8 aspects and 24 qualities, and measuring these along a continuum to create a unique portrait for each individual. And it goes deeper.  Each quality is measured for three personas

1.       Your Underlying persona – who you are most naturally
2.       Your Everyday persona – how you “show up” based on what’s required of you at work
3.       Your Overextended persona – how you behave under stress

Attaining self-awareness by understanding your strengths and development areas in each of these personas is powerful.  For example, if your job current role doesn’t give you the opportunity to use one of your underlying strengths, that may be the root of your desire to move on.  Spark may help you discover “hidden gems” – underlying qualities that you can consider in career decisions or leverage to add more value in your current role. Also, when you understand the triggers that shape your behaviors and interactions when you are overextended, you are better able to control them.

Teams also benefit from the knowledge and understanding provided through Lumina Spark.

I recently worked with a newly-formed team made up of development professionals from different parts of the company. Their charter was to create and implement a leadership development initiative to be rolled out across the organization. The problem was, that while they collectively generated a lot of big ideas, the action and structure needed to put those ideas into play wasn’t happening. 

As I charted their individual Spark results into a team profile, it was clear that their collective Everyday personas leaned heavily toward conceptual, imaginative, big picture thinking, and other qualities you’d expect to be present in a development team.  This was especially true for the team leader. When I looked at the underlying qualities, however, I discovered in the Underlying personas that there were two individuals who had a strong natural inclination toward structure, reliability and other discipline-driven qualities that contribute to defining processes and procedures. Once the team recognized and leveraged these “hidden gems” they were able to get the job done. And the team members whose natural abilities had been dormant and were now being used were thrilled!

If you’d like to learn more about Lumina Spark, please contact me at info-us@luminalearning.com or 888.827.8855.

Leading from within,

Rebecca

5 Tips for Leading Cross-Functional Teams

A cross-functional team approach can provide a significant advantage in project and product development by bringing together and leveraging diverse ideas, expertise and perspectives.  A cross-functional team is defined as a group of people with different expertise working toward a common goal. The team may include representatives from finance, marketing, operations, human resources and may even have members from outside the organization such as customers, suppliers or consultants.

While these teams can improve outcomes, they are not without their challenges. Especially for the cross-functional team leader.  If you are leading a cross-functional team, here are 5 tips to help you guide your team toward true collaboration and success.

1.       Recognize and value diversity. Each functional area brings to the team their own ideas, perspectives and ways of doing things.  Set the stage for collaboration versus conflict by creating a forum during one of the first meetings where each group describes their function and specific role on the project.

2.       Set clear goals and objectives. This is essential for any team, but especially so for cross-functional teams whose members often have competing responsibilities in their respective departments.  If possible, work with the functional managers to make the success of the cross-functional project one of their departmental goals. This alignment provides more motivation for the members and increases the likelihood of success. 

3.       Clarify expectations.  Make clear to each team member and their functional manager how much time they need to spend on the project relative to their departmental work. Be sure that each member of the team understands their role and that the team as a whole understands expectations around performance, and around processes such as conflict resolution, decision making, etc.

4.       Foster an open dialogue.  Encourage open, honest feedback and communication among team members.  Set the example for these dialogues by communicating frequently and openly with the team and with individual team members. Use open-ended questions to stimulate discussion and uncover and address any issues or concerns. Encourage team members to focus on the issue and solutions rather than pointing fingers at each other.  

5.       Provide the appropriate resources and support.  Ensure that you have – and maintain – the full support of management, and that the cross-functional project is seen as a priority. Report progress, issues and solutions on a regular basis to both your leadership and the various functional managers.

Leading a cross-functional team requires understanding your own leadership style, and adapting that style to the needs of the individuals and functions on the team.  Developing this ability will contribute not only to your success, but to the success of your team and the organization as a whole.

Lead on,

Rebecca

Developing Global Leadership Capabilities

More and more companies are moving from being merely “international” to being truly “global” – in their investments, in their footprint, in their organizations.  To support this, it’s essential that companies develop leaders who can manage the complexities of thinking, operating and competing in a global marketplace.

Valuing diversity is a good start. But as we look at the four dimensions of leadership – Leading through People, Leading with Vision, Leading to Deliver and Leading with Drive – there are key
capabilities within each that are required for effective global leadership.

Leading through People

• Clearly understanding the nuances of culture and language.  Realizing that to communicate effectively with those who have a different background and frame of reference you have to adapt your communication style - and content- to them. 
• The ability to build strong interpersonal relationships regardless of location, culture or age differences.
• Recognizing and leveraging the unique value that each team member contributes.
• Fostering a global mindset among all team members through continuous learning and enabling the development of skills required to compete in a global environment.

Leading with Vision

• Understanding how to do business with people in different parts of the world and realizing that their goals may be different from ours. Being able to adapt and work together toward a common future.
• Thinking strategically and having the ability to communicate the vision to global teams.
• The ability to revise the strategy based on what’s happening in the global environment.

Leading to Deliver 

• The ability to deal with the complexity of growth on a global basis.
• Understanding the needs of the customer – wherever they are.
• Developing strong, collaborative global networks.
• Operating effectively under highly challenging circumstances.

Leading with Drive

• Not just making things happen, but delivering results through effective, repeatable processes that increase efficiencies and performance.
• Establishing best practices and implementing them across cultures.
• Seeing the broader picture of both local and global issues and devising solutions accordingly.

Investing in leadership development that builds these capabilities to create effective global leaders is more than just good business sense, it’s a key competitive advantage.

Lead on,

Rebecca

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