▸Definition
Developing leadership skills means measurably changing specific leadership behaviors — not accumulating knowledge about leadership. Effective development identifies which behaviors matter most for results, measures where a leader stands on them, and builds a small number of them into signature strengths.
The distinction matters because it determines what you buy. Knowledge transfer is cheap and abundant: books, courses, a two-day workshop. Behavior change is neither, and it’s the only thing that shows up in business outcomes.
Extraordinary leaders are defined by 3–5 profound strengths, not the absence of weakness
The fastest route to elevating a strength is developing the behaviors that surround it
Others notice change on a delay — leaders quit right before the improvement registers
Self-assessment is the default input to most development planning and it’s the least reliable one available.
Elevating an existing strength moves overall effectiveness far more than raising a weakness to adequate — and it’s more motivating.
A plan requiring additional time gets dropped in the first busy quarter. Survival is a design problem, not discipline.
separate extraordinary leaders from average ones
Improving companion behaviors raises the strength itself
Seemingly minor behaviors drive effectiveness
Our analysis found seemingly minor behaviors that carry outsized predictive weight on overall effectiveness — the 7 Minor Leadership Behaviors That Actually Determine Your Success.
Based on Zenger Folkman’s database of 2.1M+ leadership assessments.
Six steps in the order that actually works.
Before you make a plan, find out how others experience your leadership. A 360-degree assessment replaces self-perception with feedback from managers, peers, and direct reports.
Identify any behavior that is actively undermining your effectiveness. If one exists, address it first. Nothing else will move the needle until it’s under control.
Focus on strengths you already possess and have a genuine interest in developing. Passion for the goal predicts whether a development plan survives contact with a busy quarter.
For each strength, identify the specific behaviors that will make it more powerful. The goal isn't simply to become better at what you're already good at, but to pair your strengths with complementary behaviors that increase their impact.
Don't rely on willpower alone. Identify specific people who can provide coaching, feedback, encouragement, or accountability—and define exactly how they'll support your development.
Development needs a way to measure progress. Schedule a follow-up assessment before you begin so you can see what's changed, identify what still needs work, and adjust your plan accordingly.
Flagship strengths-based 360 + flexible delivery, turning a development plan into a sustained leadership lifestyle.
For developing leaders at scale with rigorous data behind it.
Six leadership capabilities research shows most predictive of business outcomes. Develop one into a signature strength.
For focused, high-leverage development — when “develop leadership skills” is too broad.
Those already relative strengths with room to grow that the leader has genuine energy for. There’s no universal list — start from multi-rater data.
Strengths, unless a fatal flaw is present. Elevating an existing strength moves overall effectiveness more than raising a weakness to adequate. A severe weakness is the exception — it must be addressed first because it overwhelms everything else.
Behavior can change in weeks; others perceiving the change takes months. That lag is why reassessment on a defined timeline matters — leaders commonly give up in the gap between doing the work and being seen to have done it.
Taught. Our assessment data shows leadership effectiveness is a function of specific, observable, learnable behaviors. What varies is coachability — willingness to seek feedback and act on it.
A measured starting point from multi-rater data, two or three goals maximum, companion behaviors as the specific actions, a named support structure including the leader’s manager, and a reassessment date set in advance.
Training transfers knowledge to a group. Development changes behavior in an individual, which requires personal data, a plan built into the day job, and re-measurement. Most organizations buy training and expect development.
A short conversation is enough for us to recommend where to start.
