Full Spectrum Leadership
Lockheed Martin is changing the way it measures, promotes and evaluates its leaders
Corporate culture change takes place in two ways: It grows from the bottom up, as shifting social and economic realities weave their way into the fabric of an organization. And it flows from the top down, as leaders recognize the inevitable changes taking place in the world and shape them to serve the best interests of the organization and everybody who is part of it.
Full Spectrum Leadership is Lockheed Martin’s model for promoting and accelerating the latter type of change - the type that allows the company to create its own destiny and ensure that it will continue to thrive in the face of new competitive challenges.
Since Full Spectrum Leadership was introduced in January 2006, it has already become embedded in the Lockheed Martin culture, and it is already changing how leaders perceive their role in the company.
One of the major components of Full Spectrum Leadership is the 360-degree performance assessment. Over the past couple of years, all executives at the director level and above - including the senior leadership team - have participated.
The new assessment method shows leaders how they’re being perceived by others, where their strengths lie and where they need to improve. This is a process that will continue to reinforce what our company has identified as the best qualities of leadership.
Those qualities are embodied in the five imperatives of Full Spectrum Leadership:
- Shape the future
- Build effective relationships
- Energize the team
- Deliver results
- Model personal excellence, integrity and accountability
Nowhere has the change been more profound than in the selection process for new leaders. All new leader candidates are now evaluated by a panel that bases its questions and scoring on the Full Spectrum Leadership imperatives.
For Sondra Barbour, Executive Vice President, Information Systems & Global Solutions, the evidence that Full Spectrum Leadership is taking hold can be found in conversations that have nothing to do with performance evaluations or hiring.
“When we’re having discussions in meetings, I now hear people using phrases and words that are right out of Full Spectrum Leadership,” she says. “You might hear somebody refer to energizing the team, for example. When you’re starting to hear it in everyday conversations, you know it’s becoming embedded in the culture.”
Leadership Imperatives at Lockheed Martin
A leader at Lockheed Martin must be able to:
• Shape the Future - Leaders must be forward-thinkers who are able to envision a future state, set the direction, then lead others toward the goal.
• Build Effective Relationships - Our leaders need to be able to establish and maintain good, effective relationships with their peers, employees, customers, communities and any other sphere that influences Lockheed Martin’s business.
• Energize the Team - The business needs leaders who create a positive work environment where people are excited about the contribution they can make, are inspired to be actively engaged, understand exactly what is expected of them, and know the bar is high.
• Deliver Results - Leaders are ultimately responsible for delivering results, and that means continually driving operational excellence, creating shareholder value, and adapting with agility to changing circumstances.
• Model Personal Excellence, Integrity and Accountability - Leaders are role models for employees, whether they intend to be or not. By refusing to sacrifice personal and business principles in pursuit of results, they are reflecting well on the character of the company and promoting ethical behavior in all employees.