Page 161 - The extraordinary leader

138 • The Extraordinary Leader

we deem strengths. The use of a strength does not detract from or diminish
another strength.
Strengths are generally the outcome of some extremely natural ability with
which a person is endowed, or they are the result of intensive practice and
effort. Our society reveres the classic strengths, and thus there are proverbs
and parables that support such strengths.
Our research led us to define 16 differentiating strengths or competencies
that are described earlier in the book. As a reminder, these include qualities
such as:

1. possessing high character
2. technical competence
3. problem solving skills
4. initiative
5. focus on results
6. collaboration and teamwork
7. communicating powerfully and prolifically and nine others.

In our research, we found a dramatic effect that strengths could have on
the overall perception of a leader’s effectiveness. That effect was present only
when a competency stood out. Leaders with a variety of competencies that
were positive but with none that stood out did not show that same impact on
overall leadership effectiveness.
In a relative sense, we have defined strengths in most of our studies on lead-
ership as a skill or competency at the 90th percentile. In an absolute sense,
we define a strength as a 4.5 or higher rating on a 5-point scale. This rating
requires at least 50 percent of the responders to mark the most positive
response and the others to mark the next most positive response. If any lower
evaluations are given, a majority of the responses on a 5-point scale need to
be the most positive response.
Strengths are deeply rooted and are exhibited in differing situations over
long periods of time. They consistently produce positive outcomes, but in those
rare cases when there is not an immediate result, the strength is still valued.

Impact of Strengths

To understand the impact of strengths and weaknesses on overall leadership
effectiveness, we researched results of assessments from 2,000 leaders and