Page 63 - The extraordinary leader

40 • The Extraordinary Leader

that most leaders get from the assessments is that if you are in the
midrange, “You are okay and okay is good enough.”
Figure 2-7 shows the results from a 360-degree assessment. The
dark background area is the norm, which is the average of all others
taking this assessment. Looking at the results for Pat Brown against the
norm gives the impression that Pat is viewed in a generally positive
light by the respondents and is a good leader. The results for Pat are
more positive in several areas than the norm. Even after informing
leaders that a norm is the average of the best and worst leaders, most
people continue to look at areas where they are slightly more positive
than the norm as areas that are strengths; only areas considerably less
positive than the norm are viewed as serious weaknesses requiring any
remedial action.
Figure 2-8 depicts the same results for Pat Brown, but this time the
standard represents the 90th percentile score on each of the
competencies. Showing this new target tends to change the focus of
the feedback. Pat Brown is doing well but still has a long way to go to
move from a good leader to an extraordinary leader. By contrasting
results with a mean average, the message communicated is, “The goal

Average Leaders Pat Brown
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0 Innovates
Takes Initiative
Connects the Group to the Outside World
Champions Change
Collaboration and Teamwork
Develops Others
Inspires and Motivates Others to High Performance
Technical/Professional Expertise
Displays High Integrity and Honesty Practices Self-Development Communicates Powerfully and Prolifically Builds Relationships Develops Strategic Perspective
Solves Problems and Analyzes Issues
Establishes Stretch Goals
Drives for Results
Figure 2-7 Average Leaders versus Pat Brown