More information about the model, how it is structured and how to use it for personal development and reflection:

Dimensions, Layers and Pillars

Each of the 25 dimensions of the model represents an aspect of personal effectiveness that strengthen your ability to achieve success and lead others. Each dimension can be focused on individually, or they can be focused on and developed together.

The layers of the model group these dimensions into stages of development, not necessarily in a specific order of precedence, but grouped in a way that they tend to form relevance to be developed or refined in conjunction with each other. Layer 1 is often the place to start, with Level 0 being more fundamental and personal which is focused on when appropriate, but each layer can be focused on and developed independently. The names chosen for these layers are an unsubtle tribute to the amazing Foundation series, written by Issac Asimov.

The pillars group the dimensions into four themes, that will connect these dimension through your development journey. They align loosely to the four clusters of the Schroder high performance behaviour model(1).

Underlying Models and Frameworks

Within each dimension there are multiple facets to how you can perform and operate more effectively, both personally and as a leader to others. There are multiple models and frameworks that align to each dimension, and over time we will publish self awareness exercises, and helpful guidance on which models best support your development in each dimension. We endeavour to reference the original author of every model we reference in the Leadership Layers model, but if we miss one please contact us and we will rectify this directly.

Most of the tools and concepts within each dimension of the model are already well known, well researched, and openly available via internet search or by reading the most popular books on the subject. This model is intended to bring them together for you, help you understand how you currently operate in this dimension, and apply the model or tool practically to yourself.

This forms the basis for the development section of the Tau Ceti Leadership Self Awareness tool.

List of useful models and tools referenced by the model

(1) Cockerill, Tony, John Hunt, and Harry Schroder. “Managerial competencies: fact or fiction?.” Business Strategy Review 6.3 (1995): 1-12.