Page 121 - The extraordinary leader

98 • The Extraordinary Leader

escalating aspirations? We may never know the answer, but we are convinced
that the answer lies in some combination of the four.

Sixteen Behaviors (Competencies) That Make a
Difference in How Leaders Are
Perceived By Others
Having presented our concerns about competencies and some suggestions
about remedying those concerns, along with an analysis of why they are so
intricately linked, we now present our own framework of competencies that
make a difference.
How are impressions about leadership effectiveness most powerfully cre-
ated? Our research shows that raters noticed some competencies much more
than they do others. We believe that emphasizing the differentiating compe-
tencies will help leaders create a more favorable impression. Our research
confirms that a real impact on employee turnover, customer satisfaction, and
profitability occurs only when leadership is perceived as being extremely bad
or exceptionally good. Being horrible at a competency gets noticed; being
extraordinarily good gets noticed; but being average or good at something does
not. Hence, the need for our advice regarding fixing a fatal flaw. If people
have a fatal flaw (some behavior or competency that is rated very negatively),
this may be the main source of their negative impression. To create a change
in the gestalt (general impression), people need to make noticeable changes.
We group these behaviors into the same components as the earlier model
presented in Chapters 1 and 3. What follows is a more detailed description
of these competencies, with further information about how people who score
highly on a particular competency behave and also how people who receive
low scores on it behave.

Character
1. Displaying high integrity and honesty
High performers:
● Avoid saying one thing and doing another (i.e., “walk the talk”)
● Act consistently with their words
● Follow through on promises and commitments