Page 167 - The extraordinary leader

144 • The Extraordinary Leader

80 72
70
% of Leaders at the 90th Percentile 60 14

50

40
30

20
10

0 12
Builds Relationships Drive for Results Builds Relationships
and Drive for Results

Figure 6-6 Percentage of Leaders at the 90th Percentile

relationship building skills. In this case, 14 percent of these leaders were at
the 90th percentile in terms of their overall leadership effectiveness. We then
studied those leaders who were in the top quartile for both drive for results
and building relationships. In this case, 72 percent were at the 90th percentile
in terms of their overall leadership effectiveness. Clearly, this is a powerful
combination. Both skills are valuable and lead to success, but the combina-
tion of being very good at both skills substantially increased the probability of
overall effectiveness.
This research led us to the conclusion that it is not strengths that hurt a
person’s effectiveness, but rather strengths standing alone without counter-
balance. That is what creates the perception of a strength pushed too far
becoming a weakness. The more we researched this phenomenon the more
it became clear that this powerful interaction effect is created because a per-
son’s ability to do one competency well improves the other competency.
Think of a person who is very driven to achieve results. Having a strength in
building relationships improves trust and the sense that the leader does not
just care about the results, they care about each member of the team. Another
person may be very effective at building relationships. Having a strength in
driving for results helps them to deliver on their promises.