This post provides an overview of the Townsend Institute (TI) for Leadership and Counseling Competence & Character Growth Model (2017). The growth model is the foundational training CYP uses with clients in executive, team and leadership coaching. The model is research-based, and is a proven and highly effective way to accomplish leadership development and growth.

Great organizations are run by high functioning leaders, who have put significant effort into professional and personal development. A leader is someone who influences and inspires others towards a common mission, vision, and set of goals. This post focuses on the four capacities of character structure.

In each of the four capacities of character, a person grows sequentially through levels along a continuum toward fully possessing that specific character structure. “Each level builds on the previous one and builds a strong identity (‘sense of self’). The first few levels of growth are mainly focused on internal growth in the individual” (Townsend, 2017). The later levels move towards appreciating and building healthy relationships and ways of relating to others. The final level focuses on leading and influencing others and actualizing organizational and individual goals and aspirations and unlocking potential. Throughout the client and coach relationship it is important for the coach to have training, practiced, and committed to growth themself. This way as one counsels, leads or coaches - they are doing so at the appropriate developmental pace, and are not too far ahead of the appropriate developmental context and pace.

The first character capacity in the TI Growth Model is Attachment, “The ability to enjoy need-based relationships, regulate emotions, and have a connected sense of self” (2017). If this character structure is in deficit it can show up as a lack of desire or interest in relationships and the individual finds joy in isolation, and/or often experiences feeling overwhelmed by emotions such as connection, needing, and intimacy (e.g. trust in the workplace, vulnerability based risk-taking within a team, etc.). This is a very important capacity of character to develop, it is the first capacity we human beings develop as infants in the form of a core relationship with a parent or care-giver. In the workplace, attachment often shows up as what Patrick Lencioni describes as vulnerability based trust (2023). Vulnerability based trust is not cultivating trust based on predicting what another is going to do and planning your next action to build trust based on what you predict another persons actions are. Rather, vulnerability based trust comes from demonstrating certain actions and behaviors such as apologizing, admitting when you make a mistake, or when you don’t know how to do something. It is having the courage or the willingness to take calculated and authentic emotional and professional risks, typically within a group such as a team. Attachment is the first character structure for a reason! Effective leaders are highly aware of the interdependent nature of the human experience, especially in the workplace, and know from experience the importance of relationships, emotional regulation, and a connected sense of self.

The second capacity of character is Separation, “The ability to separate, maintain boundaries, and individuate by initiating a unique sense of self” (Townsend, 2017). If this character structure is in deficit it can show up as a someone who may be labeled a ‘people pleaser’ and who does not possess a strong desire to be differentiated from others. Someone who “passively engages the world and sometimes wants to be taken care of by others. Has not established a unique identity.” In the workplace when this capacity is functioning well, it typically shows up as an individual who knows their likes and dislikes, and can say “no” to others and tolerate disappointing people or being disliked. These leaders and individual contributors are often highly skilled in their ability to contain anger in another person and to not become overwhelmed by the anger of others. Instead these leaders and individual contributors stay centered and regulated. They are able to have “crucial conversations” and to confront and collaborate with others to accomplish a greater purpose.

The third capacity of character is Integration, “The ability to experience loss, negative realities, and maintain a loved sense of self” (Townsend, 2017). If this character structure is in deficit it can show up as being unaware of personal or professional losses, leading to negative impulses (e.g. anger, jealousy, resentment) mistakes, mediocrity, and failures that can trigger underlying professional shame or embarrassment so they are ignored, or the positive is overemphasized. The focus is often on perfection or performance rather than dialogue, collaboration, or simply the experience of being appreciated and accepted first. In the workplace when this capacity is functioning well it typically shows up as an individual or leader who is able to contain and hold losses and negative realities for others as part of life and part of the process of character development. These leaders are those who begin to shift their focus from one whose primarily focused on performance, to one that can effectively do both - value the relationship and the person and influence/coach a higher standard of excellence, professional risk taking/management, and striving to actualize a larger life goal and/or organizational purpose.

The fourth capacity of character is Adulthood, “The ability to have mutual authority, a work ethic, vocational competence [technical expertise]… purpose, and a mature sense of self” (Townsend, 2017). If this character structure is in deficit it can show up as feeling one down, or one up (better than), or defiant toward authority. As individuals and professionals, we typically experience folks with a deficit in this character structure as feeling unsure or under developed in certain experience, expertise or skills; or as individuals who are actively contributing to an authority or intimacy issue or “power struggle”. In the workplace when this capacity is functioning well it typically shows up as an individual or leader who is able to feel mutual with authority and possess an integrated voice. Integrated typically means complete or undivided, for example the leader’s authority and approach is consistent and not different in public vs. private settings. These leaders are aware of their vocational role in an organization and are actively utilizing their passion, expertise, skills and voice to accomplish a larger purpose, complimentary to that of the larger organization.

It is important to note how perfection is not the goal, and instead how discovery, progress - for example in terms of new perspectives and relating to oneself - are the goal through the co-created coaching relationship.

To learn more about each of these capacities of character please visit our connect with us page, email us at info@cypcoachingconsulting.com, or sign up for our monthly newsletter.

Resources

(2023, February 16). Patrick Lencioni - vulnerability-based trust. YouTube. https://youtu.be/sWXtNo0ERIA?si=OTonLJNLkmIpx4aZ

Townsend, J. (2017). Levels of Character Structure. Townsend Institute for Leadership and Counseling at Concordia University Irvine.