Page 289 - The extraordinary leader

266 • The Extraordinary Leader

The Impact of Working on Strengths vs. Weaknesses
on Perceived Improvement Pre-test
90
77
Overall Leadership Effectiveness Percentile Score 70 41 34 Post-test
80
60
46
50
40
30
20
10
0
Focus on strengths and Focus on weaknesses
weaknesses
Figure 13-2 Improvement Comparing Pre-test to Post-test

exclusively on fixing weaknesses only increased by 12 percentile points. It is
good news that both approaches work, but those that improved strengths and
weaknesses made substantially more progress.
This case study provides some excellent evidence: first, that the effective-
ness of leaders can be improved, and second, that the strength-building
approach is a powerful tool in helping leaders to improve.
We also observed that those who worked on strengths and weaknesses
showed improvement in a number of other areas, while those who worked
only on weaknesses showed no such “spreading” or “extending” effect to other
behaviors. “We found these results amazing and at the same time, confirm-
ing our strategy of development through strength building” said Wilde.
“While many leaders were initially skeptical of this approach, we eventually
won them over and the results of this study will reinforce our approach and
continued focus on leader development moving forward.”
For further information on measuring change for those involved in devel-
opment programs, go to www.zengerfolkman.com and “click on Services.”