The document describes five levels of leadership mastery: Expert, Achiever, Catalyst, Co-Creator, and Synergist. Experts focus on problem solving using authority, while Achievers motivate through strategic goals. Catalysts inspire innovative visions and empower others. Co-Creators collaborate to develop shared purpose. Synergists experience leadership as personal transformation that benefits others. The document also outlines three arenas of work - pivotal conversations, team initiatives, and organizational initiatives - and provides current statistics on the percentage of managers operating at each mastery level.
2. The Five Levels of Mastery
Expert: tactical, problem-solving orientation. Believes that
leaders are respected and followed by others because of
their authority and expertise.
Achiever: strategic outcome orientation. Believes that
leaders motivate others by making it challenging and
satisfying to contribute to larger objectives.
Catalyst: visionary, facilitative orientation. Believes that
leaders articulate an innovative, inspiring vision and bring
together the right people to transform the vision into reality.
Leaders empower others and actively facilitate their
development.
3. The Five Levels of Mastery
Co-Creator: oriented toward shared purpose and
collaboration. Believes leadership is ultimately a service to
others. Leaders collaborate with other leaders to develop a
shared vision that each experiences as deeply purposeful.
Synergist: holistic orientation. Experiences leadership as
participation in a palpable life purpose that benefits others
while serving as a vehicle for personal transformation.
4. The Three Distinct Work Arenas
Pivotal conversations: direct person-to-person discussions
where important outcomes are at stake.
Team initiatives: initiatives intended to improve a team
and/or its relationship with its larger environment.
Organizational initiatives: initiatives designed to change an
organization and/or its relationship with its larger
environment.
5.
6. Agility Levels to Varying Levels
of Job Responsibility
C U R R E N T T R E N D S
7. Current Trends
Experts: roughly 45% of all managers are experts
Achievers: approximately 35% of managers have
developed achiever level of agility.
Catalysts: only 5% of managers are operating at this
level of agility.
Co-Creators: only 4% of managers are operating at
this level of agility.
Synergists: only 1% of managers are operating at this
level of agility.
Editor's Notes
Joiner and Josephs’ framework has five levels of mastery: expert, achiever, catalyst, co-creator, and synergist. Below are the views of leadership for each level of masteryWhile I learned some of these levels through “doing†my jobs, my personal development in career management would have been easier had I used this framework as a road map for my leadership development.
During my first year out of graduate school, I learned about the Herrmann Brain Dominance Model. Learning about the four quadrants of the brain and the strengths attributed to these quadrants help me understand my strengths and my weaknesses. I also learned that CEOs tended to be equally strong in all four quadrants. While I initially scored high in quadrants B and D. I needed to develop A and C. Fortunately, I was able to these areas because of my job responsibilities, over the course of my career. I proactive developed quadrants with every job.However, I believe I would have greatly benefited from learning Joiner and Josephs’ three work arenas. I was reactive in learning how to have the tough conversations, working in cross-functionality teams aligned to corporate goals, and developing and executing organizational initiatives. Life would have been so much easier had I know that leadership agility falls into three major areas: pivotal conversations, team initiatives, and organizational initiatives. Below are Joiner and Josephs’ three work arenas where leadership agility takes place.My path to developing leadership agility in these areas would have been shorter and more focused, giving me a better path to success with their book.
I found Joiner and Josephs’ trends interesting, see below for the agility percentages for managers.Perhaps what I found most insightful was Joiner and Josephs’ correlations between agility and responsibility levels. Below is a table from their research:Understanding these current trends allows you to understand where you will most likely need leadership development. Looking back to my time as a junior manager, I would have concentrated on my expert leadership skills as an expert in the three work arenas while also plot a development course for the achiever agility level.