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How the model was created
The C4 Framework is a result of many years of thinking and talking to people about Leadership. It is built around and took inspiration from a number of scientific papers and popular Leadership & Management frameworks. On this page we will outline which key resources influenced our thinking and we provide some guidance on how to (not) interpret the framework.
Interpreting the model
When looking at the model there are a couple of intentional elements in the design.
Inside out
There is a
- The inside is harder to observe and less visible to others
- The outer layers are easier to observe and is more visible to others
Your core, specifically your inner core can be really hard to understand, starting with yourself let alone for others. Competences are easier to observe for people, although certain competences can still go unnoticed. Your conduct
Constant loop
There should be a feedback loop between each of the layers.
Scientific and popular management / Leadership references
Below w
Key beliefs in the model
Upon writing the content
- There are no original ideas. Most concepts about leadership have been thought of or written down before. What are trying to achieve with C4 is to bring some of those narratives together in a compelling and easy-to-use framework for the day-to-day leader.
- We will try to provide credit where credit is due (and known). It can be really hard to identify the orignal inventor of a concept as they are often iterations bouncing from ponderer to ponderer.
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