Research into this understanding of capability has shown that people on Mode V and above are high potential individuals who represent the first of the growth curves to reach a capability equivalent to an executive level of work complexity. Mode V people are often seen as exciting, different, Mode VI are seen as disturbing and challenging to peers, while Mode VII, which may be ›0,5% of a population, see themselves as different and this difference is salient to them and others.
Both Nelson Mandela and Adolph Hitler were highly unusual individuals in that they could process significant uncertainty and ambiguity to develop views on intangible,
complex issues and create the relationships and frameworks within which they could shape and deliver outcomes, even in the face of the unknowable. They could also execute
on their vision. Other great leaders, who have created legacies, shaped our history and thinking may also have been individuals on similar Modes. Through a Jaquesian
capability analysis and its understanding we can form a view about an individual’s mode and predict possible outcomes, it does not tell us if a person with such capability will use
that power for good or evil.