This inspired Kelley to contact him, and in 1999 they combined their thinking about leadership. Jay's extensive experience with personal growth and human development methods and his visionary knowledge of evolutionary, social, and consciousness change provided the leading edge development process behind the emerging model. By 2000, they had finalized the model and began to see interest from the business community. Their model was presented at the 2000 World Future Society conference, and the World Workplace 2000 conference of the International Facilities Management Association. Most organizational change efforts are not effective and a crisis in leadership exists.
Few models use human development methods to support substantive individual change.
The current understanding of leadership needs to be expanded to include not only developing business and interpersonal skills but attaining new levels of consciousness and ways of experiencing the world. This new perspective needs to go beyond organizations to include the social, environmental, spiritual, and evolutionary realms. In each dimension there is a pair of complementary leadership capacities. These capacities are considered complementary because ideally leader should be strong in both capacities, but often leaders develop one at the expense of the other. In each dimension, one of the capacities has traditionally been valued and one is now being recognized as necessary for leaders.