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Group 360 Assessments Are What We Do Best
Group 360 Assessments Are
What We Do Best

Origin recently conducted a 360 assessment of 13,541 managers
globally and across all levels within the client organisation issuing
11,893 individual feedback reports. By adopting our professionally
managed phased-approach all this was achieved in as little
as 2 months!
Click here to see how we can do the same for you.

Large-scale Online 360 Assessments
Large-scale 360 Assessments

“from the planning phase, through to the execution system,
and technical support, you have once again enabled
us to facilitate the process within the group, with confidence.
Of special note is your willingness to accommodate certain
special requests and deviations from the status quo.”
Nadine Fedeli -- Manager HR: PSS Talent Management
OD & Change Sasol Shared Services Sasolburg.
We can do the same for you. Click here.

Our Clients
Our Clients

Origin is the measurement solutions provider to some of South Africa’s most prestigious and successful organizations. Click here to see our client list.

Get In Touch With Origin
Get In Touch With Origin

Origin measures what matters most -
People, Performance, and Perceptions.
To get in touch with us click here now.

Why Choose Origin?

Why Choose Origin?

We do the work. This frees up your resources to focus on daily tasks. Our dedicated team of young professionals have the know-how and experience to get a quality job done each and every time.

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360 Assessments

360 Assessments

What we do best. Origin has developed a proven, unique methodology for running 360 assessments.

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Get To Know Us

Get To Know Us

Origin is young and ambitious. The business has evolved over a period of some 15 years. We are now clearly focused on becoming the best measurement solutions provider in the enterprise feedback arena.

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What We Can Do For You

What We Can Do For You

Take the weight off your shoulders. All we need is a clear understanding of your measurement objectives and a list of people participating.

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Everything rises and falls on leadership

Posted on: May 10th, 2013 by Liesel Burrows

Without proper leadership, even the best and boldest strategies run the risk of dying on the vine with their potential never fully realised. Leadership failure-rates can range from 50% to 60%, which should be a major cause for concern as this costs organisations billions each year (Hogan et al., 1994). There is ample evidence in the news and in recent research reports that even some of the best organisations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We hazard a guess that leadership shortcomings are largely to blame.

So, if this is the case, the current crisis is, first and foremost, a crisis of leadership. Like the sports coach whose mediocre team never wins a championship, even with a team of talented players, the CEO can’t hope to achieve bold new successes without giving thought to his leadership strategy. In the words of William Pasmore from the Center for Creative Leadership, “Too many organisations have become complacent with their existing leadership programmes.”

This is concerning because as well-known companies disappear or are taken over and new forces like the economies of China and India rise, surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent.

So what can your organisation do to better prepare current and future leaders?

Training in management skills is not enough.

In recent years a great deal of research has been carried out to discover which qualities distinguish a ‘manager’ from a ‘leader’ and to define the difference between a competent leader and a great leader. Fundamentally, a manager can ‘manage’ without necessarily being a ‘leader’. A manager can implement processes, monitor performance, set business goals and objectives and generally take care of the day-to-day needs of his or her staff. However, relying purely on those basic management skills does not necessarily innovate, inspire, excite, or provide a clear vision to the subordinate team. Achieving authentic leadership takes more than textbook management skills.

You need a leadership strategy.

A leadership strategy makes explicit:

  • how many leaders you need,
  • of what kind,
  •  where,
  •  with what skills,
  • and behaving in what fashion – individually and collectively –

to achieve the total success you seek.  Like business strategies, leadership strategies are based on a thorough analysis of the current situation and an informed view of the future. The strategy then offers a series of recommendations to close the gap between the current situation and desired future. Once the leadership strategy is known, a leadership development strategy can be formulated outlining what is required to achieve the desired future state as well as identify the inputs and implications for the organisation’s talent management processes.

Are your leaders born or made?

Can we simply train new leadership behaviours into our managers? The answer is no. Modifying an individual’s behaviour goes beyond the realm of training and into the realm of coaching: a longer term, supportive method of shifting the way an individual presents themselves to his or her colleagues and the outside world. But before paying for a professional coach to take a manager to the next level, an individual’s behaviour needs to be measured in order to determine where the perceived developmental areas are. This is best measured via the popular 360°assessment.

360° Leadership

By creating a realistic picture of each person – and identifying the areas where they need to develop – an Origin 360 Assessment is a very effective and trusted means of measuring, and developing leadership potential. For budding leaders to compete with the world’s best, organisations need to embrace leadership development. The price of not doing so will leave us with plenty of managers, but very few leaders. And ultimately, even fewer sustainable companies.




Leadership Models, Methods, and Applications, by Bruce J. Avolio, John J. Sosik, Dong I. Jung, and Vair Berson

Developing a Leadership Strategy, by William Pasmore, Ph.D.

Measuring and Modifying Behaviour, by DBM.


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