Chapter 4. Models – Foundations for Organizational Foresight

3. Gallup’s Four Leadership Domains (Trait and Skill Clusters)

image96Recall Gallup’s model of four core leadership domains (trait and skill clusters) covered in Strengths-Based Leadership, introduced in Chapter 2. Below we’ve listed the specific Gallup strengths associated with each of the four domains (recall these can also be called traits, and are listed after T: below). We’ve also listed few common organizational departments and workplace tasks that seem relevant to each of the four leadership domains (listed after D: below).

Gallup does not assign organizational departments or skills to their four domains as we have here. Recall that their domains are primarily trait-based categories. But as we proposed in Chapter 2, this seems a very productive way to tie traits and skills together in a single model for foresight work.

  1. Strategic Thinking
    T: Analytical, Context, Futuristic, Ideation, Input, Intellection, Learner, Strategic
    D: Strategy, Analysis, Planning, Innovation, Ideation, Design, Forecasting, Investing, Risk Mgmt., Law
  2. Executing
    T: Achiever, Arranger, Belief, Consistency, Deliberative, Discipline, Focus, Responsibility, Restorative
    D: Operations, Product/Service Mgmt, Engrg., Sourcing, Logistics, ICT, Knowledge Mgmt.
  3. Influencing
    T: Activator, Command, Communication, Competition, Maximizer, Self-Assurance, Significance, Woo
    D: Sales, Business Development, Marketing, Market Research, Customer Service, CRM
  4. Relating
    T: Adaptability, Developer, Connectedness, Empathy, Harmony, Includer, Individualization, Positivity, Relator
    D: Human Resources, Compensation, Ethics, Communications, Culture, CSR, Community Relations, PR

Strategic Thinking, Gallup’s approach to foresight, can be expanded into Innovation and Anticipation both acting as inputs to Strategy, in our Adaptive Foresight model. Combining the Three Ps and the Gallup model then gives us Anticipation, Innovation, Strategy, Executing, Influencing and Relating as six skills necessary for foresight work to be valuable to any organization.

We’ve now built the Adaptive Foresight model into a set of critical practice competencies. All successful foresight professionals must Execute their work well, seek to have it Influence others, and learn to Relate well to their colleagues and clients. We’re nearly ready to introduce the last two skills to arrive at the Eight Skills model, but before we do, we should finish our survey of useful foresight category and decision cycle models, to get more context on our profession.

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