Page 82 - The extraordinary leader

Simplifying Leadership • 59

One of the most useful frameworks by which to understand how people
contribute in their careers is the four stages model, originally developed by
Gene Dalton and Paul Thompson. This model describes four stages of career
1
growth through which people may move. In many cases, people become
locked into one stage because they do not possess the necessary skills and
behavior to move forward. In other cases, people stay at a particular stage
because it fits their needs and aptitudes. The four stages are

● Stage I: depending on others
● Stage II: contributing independently
● Stage III: contributing through others
● Stage IV: leading through vision

Stage I. The first stage of careers has been described as depending on others. 2
In Stage I, people willingly accept direction from others. People in Stage I
demonstrate some competency on a portion of a larger project but tend to
focus on performing detailed and routine tasks. Stage I individuals show some
directed creativity and can be depended on to deliver on time and on budget.
Stage I is an important career step. It is that time when people learn the ropes
and gain an in-depth understanding of technology and organizational dynam-
ics. Most individuals spend limited time in Stage I at the beginning of their
careers or when they take on a new assignment. Because the major psycho-
logical focus of Stage I is dependence, no leadership is exhibited in this stage.
People in Stage I are led; they do not lead. Research with hundreds of organ-
izations has uncovered that some people never leave Stage I. They continue
to rely on others for direction. Other people make a transition from Stage I
early in their careers but then, because they are out of date or lack skills, tran-
sition back later in their career.
Stage II. The second stage is contributing independently. This describes a
series of behaviors that enable a person to assume responsibility for a defin-
able project, not to rely on a supervisor but, instead, to work autonomously.
This person produces significant results and in so doing develops greater tech-
nical expertise, along with a strong reputation. This person also builds a strong
network of personal relationships. This stage of career growth is an absolute
gateway to further progression. If people cannot perform well in Stage II posi-
tions, they cannot move on successfully to roles in which they will be respon-
sible for a group of people.