DecisionWise Leadership Intelligence Report

What's the difference between a Weakness and a Derailer?

Q. We've been using 360 assessments to help leaders identify strengths, weaknesses, and derailers in their leadership abilities. I'm having a difficult time explaining the difference between a weakness and a derailer as I coach on the results. Can you explain the difference?

A. When coaching leaders through the 360 feedback process we ask them to identify a potential derailer from their feedback. A personal derailer is a behavior that gets in the way of your progress. A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve or need to master. A derailer is a weakness that requires improvement if we are to realize our potential.

Here are some ways to recognize a derailer:
  • A derailer has the potential to limit our progress at work as well as other areas of life.
  • Sometimes, a derailer can be linked to a talent taken to an extreme.
  • Multiple strengths cannot compensate for a derailer.
  • Others tend to focus on, and emphasize, our weaknesses if they undermine the end result.
  • A strong negative perception in one area easily poisons the well. This is known as the Horn Effect.
Why Do Leaders Fail?

During the past decade, the number of headlines reporting significant problems with leadership behavior has increased dramatically. Derailers such as lack of integrity, arrogance, inability to adapt to change, and lack of focus have led to the failure of many talented managers. These derailers often lead to ineffective organizations.

Most leadership derailers will not cause the fall of an entire organization. But they can certainly lead to a failed career. The question you need to ask yourself is: "What type of derailers would cause a leader in my organization to fail?"

We have found that there are derailers unique to many organizations and management levels. For example, a lack of creativity is a big derailer in an advertising agency compared to a manufacturing plant. Also, a lack of strategic focus might be a derailer to an executive but not a hindrance to a mid-level manager.

The biggest difference between a weakness and a derailer is that no strength can compensate for a derailer. Maybe a leader has a weakness in public speaking. This can be compensated for if they are strong at building relationships and motivating others. The same can't be said for a leader who is dishonest. No matter how strong a person might be in other leadership competencies, this derailer will limit his or her ability to succeed.

When analyzing your 360 feedback it is important to identify the difference between a weakness and derailer. A derailer must be addressed whereas a weakness can be overlooked or compensated for. Don't spend all your time trying to fix weaknesses. Instead, focus on improving your strengths and removing your derailers. Remember, it's your strengths that got you were you are today, not your lack of weaknesses.