Page 258 - The extraordinary leader

Developing Leadership Teams • 235

what would make a substantial difference in the engagement and commit-
ment level of their direct reports.

Team Profiles

It is also fascinating to examine the profiles of the two teams on the 16 dif-
ferentiating competencies. In Figures 11-3 and 11-4, the respective compe-
tencies are sorted by percentile score from highest to lowest.
The profiles of the two teams provide insight into their different capabili-
ties. Some of the competencies that are the greatest strengths of one team end
up being the least positive competencies of other team. Each profile provides
the respective team with insights that have often gone unnoticed. Remember
that “fish discover water last.”
In an additional analysis, we examined the individual data to look for how
many of the leaders had a strength at the 90th percentile on each of the com-
petencies. We found that for Team A, all of the competencies had at least two
people with profound strengths in that competency. Even Teamwork and Col-
laboration, which was the team’s least positive competency, had two leaders with
profound strengths at the 90th percentile. Team B, a much smaller team, had
at least one person with a profound strength on 15 of the 16 competencies.

0 1020 3040506070 8090 100
Technical/Professional Expertise 85
Develops Strategic Perspective 82
Champions Change 80
Connects the Group to the Outside World 80
Establishes Stretch Goals 79
Innovates 77
Solves Problems and Analyzes Issues 77
Takes Initiative 75
Drives for Results 75
Displays High Integrity and Honesty 70
Inspires and Motivates Others 70
Communicates Powerfully and Prolifically 69
Practices Self-Development 65
Develops Others 63
Builds Relationships 62
Collaboration and Teamwork 60

Figure 11-3 Profile of Team A