The mission of the serious game FLIGBY is to identify, measure, and help develop leadership skills that, if applied, would help create a Flow-promoting work environment. At the Game’s end, FLIGBY provides an individual report to each player on his/her skillset, with a range of benchmarking option available.
FLIGBY develops 29 management/leadership skills identified by Prof. Csikszentmihalyi and the architects of FLIGBY to measure leadership and management capabilities and potential.
A key conceptual contribution of FLIGBY’s design to the academic and applied work on leadership is the identification of those leadership skills that are particularly important for helping to generate and maintain Flow at the workplace. While there is a substantial overlap between what might be called the mainstream sets of leadership skills and FLIGBY’s “Flow-supporting” leadership skills, FLIGBY makes a contribution in this area by introducing, or putting greater emphasis on, certain types of leadership skills. An example is “feedback”, a leadership skill more comprehensively defined in FLIGBY (in terms of specifying what content and delivery will make it effective), where feedback (or its absence) are given a greater weight in the FLIGBY skillset than is usually found elsewhere:
The elements of the FLIGBY Leadership Skillset are explained in details here.
To give a feel for what the FLIGBY skillset is comprised of, we combined the 29 skills into the same five categories as those that one of the most widely-used such frameworks employs, the so-called Executive-Core-Qualications-(ECQ)-system. The ECQ system happens to be the standard for measuring the skills and competencies of applicants for high-level positions in the US federal government. The ECQ system defines the competencies supposedly needed to build an organizational culture that drives for results, serves customers well, and builds successful teams and coalitions within and outside the organization:
All five major skills categories in the ECQ system are well covered by the 29 FLIGBY skills:
Since companies as well as government agencies and NGOs operate in different industries, purposes, and business contexts, they often identify quite specific management/leadership competencies. Organizational success typically requires a contextually different blend of skills. Each such “blend” can be custom-made from the FLIGBY 29.
The applied significance of this capability to recombine the 29 skills into different categories, as needed, is that by playing FLIGBY, it is possible to determine the current skill profiles of an organization’s current and/or prospective management group. This way, it is thus possible to identify skill gaps. And if the Game were to be played repeatedly at, say, annual intervals, it would provide a baseline and a planning tool for improvement, yielding useful information to strategic HRM and corporate strategists on the direction in which individuals’ and the group’s leadership capability has changed and/or needs to be changed to better accomplish the agreed strategy. It is important to note that the 29 skills measured by FLIGBY can be regrouped along any other categorization of leadership skills.
Given that the incompatibility of organizational cultures is often a fundamental cause of merger failure, predictive-people-analytics can be part of a cultural due diligence process, helping to detect the risks arising from organizational skill gaps, and creating the right remedial strategies.
The large and uniquely unbiased leadership-skill databank generated by FLIGBY’s players is a tool for supporting new types of both academic and practice-oriented research on leadership. FLIGBY’s contribution here is the unbiased nature of the skills-data-observations generated by its players.