The Extraordinary Leader by John Zenger
By John Zenger
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Additional resources for The Extraordinary Leader
Example text
Insight 14. Great Leaders Are Not Perceived as Having Major Weaknesses One of the common bits of folk wisdom about leaders is that great leaders have great strengths, but that strengths taken too far become weaknesses. Furthermore, no one is perfect, so great leaders must have highly visible flaws. We were fully expecting to find that notion confirmed by our data. To our surprise, there is no hint of that. Instead, our data describe the leaders who are seen as highly effective by their subordinates as not having flaws.
It is akin to a person attempting to row a boat with one paddle. Instead, good results come from a combination of skills, especially those joining the emphasis on results with strong interpersonal behavior and relationships with people. Neither one, by itself, takes you very far. Together, they produce spectacular outcomes. In one study, we found that if you are in the top quartile in Interpersonal Skills but rated poorly on Focus on Results, the likelihood of you being perceived as a great leader is only 9 percent.
It is the subordinates’ view we value the most, because we believe they have the most complete and accurate data. Peers and bosses see slices of a leader’s behavior, but there is good evidence to conclude that their perceptions are less accurate than those of the people who report to the leader. We strongly believe that this comprehensive pool of data is far more powerful and accurate than information that would come from interviews of leaders themselves. As Michael Polanyi noted in his book Personal Knowledge, “most highly skilled performers in any activity, whether it be music, sports, or violin making, cannot accurately tell you what makes them so effective.