PolyD™ is not a competency-based leadership model, it is a proven system for tackling the increasingly complicated business problems we face. Teams and individuals who want to emerge from the current economic challenges stronger and with more compassion use PolyD to navigate what Warren Buffet calls "irresolvable business uncertainties."

 PolyD™ works by focusing on seen and unseen aspects of a three-part process of interconnected subsystems:

1. Clear Assessment of Context: both of the Self and the Situation
2. Sound Translation of Information Into Insight: Including and transcending both Public Rhetoric and Private Reality
3. Building Relevant Relationship Capital: Making the connections between investment and business outcomes and demonstrating the difference between planning strategy and executing strategy.

How to use it. PolyD™ is not an alternative solution or another leadership model.  It is an alternative way of thinking, a multidisciplinary approach to help you direct the dynamic behavior of interconnected systems. It can help you understand Public Rhetoric and Private Reality–why what people say is not often what they think, and even less often what they do.

Successful execution of strategy depends less on hard work and more on people performing consistently overtime in ways that you can trust.  When you can no longer rely on being able to anticipate and predict outcomes, you need two things PolyD thinking provides: 1) Accelerators for increasing performance; and 2) Depth of emotional intelligence to deepen trust, which we call power. Justice Sotomayor referred to what her mentors taught her about power as “getting comfortable with being uncomfortable.”

A One Dimensional View of Power focuses only on basic behavior in decision making, specifically on key issues and essentially only in blatantly observable situations. These often take the form of subjective interests.  Managers take action based on what they see.

A Two Dimensional View of Power qualifies the First Dimension’s critique of behavior and focuses on decision-making and non-decision-making aspects of a situation. It also looks at current and potential issues and expands the focus on observable conflict to those types that might be observed overtly or covertly, or not as obvious from the observers’ perspective. But the Two Dimensional View still focuses on subjective interests, through those seen as policy preferences or even grievances.  Historically, executive development has relied on Two Dimensional, majority male management methods—well-known and accepted common wisdom.

The PolyDimensional View of Power, offered by the multifaceted view, examines how humans think and behave—the  aspects of leadership which may not be measurable, predictable, or visible. It concentrates on the decision-making in a strategic agenda and the control over that agenda. As in the Two Dimensional View, both current issues and potential issues are considered but are expanded to include both overt and covert observable conflicts, and those that might be latent. Leadership includes both subjective interests and those “real” interests that those excluded by the management process might hold.

For more about how to put PolyD™ to work for you or your team please email or call Dana Mayer at 410-562-2281.