Page 162 - The extraordinary leader

Great Leaders Possess Multiple Strengths • 139

100

Average Percentile Score 60 34
80

40

20

0
0 1 2 3 4 5
Number of Strengths
Figure 6-3 Average Percentile Score with 0 Strengths

followed that with a second study of more than 6,000 leaders. The results of
the two studies were remarkably consistent.
When asked, “What would you guess the overall effectiveness percentile
would be for people with no strengths?” most people indicated they thought
it would be approximately the 50th percentile. Figure 6-3 shows the results.
In our studies, leaders who had no perceived strengths were, on average,
rated at the 34th percentile. Possessing no strengths plunges you to the bot-
tom third in terms of perceived overall leadership effectiveness.
Why were leaders with no area of strength perceived on average to be in
the bottom third for overall leadership effectiveness? They lack a redeeming
quality, skill, or ability. They may not be ineffective at anything, but they also
are not terribly effective at anything.
Figure 6-4 shows the results for leaders with one strength. It is impressive
that leaders with one strength move from on average the 34th percentile to
the 64th percentile. Imagine, a 30 percent increase just for possessing one
strength! This shows the powerful influence of being good at any one com-
petency. Consider a hypothetical situation where you are asked to choose
between hiring two employee candidates. Candidate A has no areas of weak-
ness but nothing stands out as a strength. Candidate B has a few minor
weaknesses but a profound strength in an area critical to accomplishing the
job. Whom do you hire? Most people admit that the candidate with the
strength would most likely be more successful. The data in our studies clearly