In this episode of The 90th Percentile, BreAnne Okoren sits down with Joe Folkman to explore new research from Zenger Folkman on the surprising gap between how individual contributors see themselves… and how their managers actually experience them. Based on a study of more than 15,000 professionals, the conversation uncovers the 8 workplace behaviors people most commonly misjudge — from follow-through and communication to trust and work ethic.

Joe explains why self-awareness is one of the greatest competitive advantages in today’s workplace and how blind spots can quietly limit performance and growth. BreAnne and Joe also discuss why organizations need to start development earlier — before someone becomes a formal leader — and how Zenger Folkman’s new development experience, Extraordinary YOU, is designed to help individual contributors build strengths, increase self-awareness, and accelerate growth at every stage of their career.

If you’ve ever wondered whether others experience you the way you think they do… this episode is for you.

1. Most people have larger professional blind spots than they realize.

Research from more than 15,000 individual contributors revealed major gaps between self-ratings and manager ratings, especially in behaviors tied to trust, communication, follow-through, and influence.

2. Self-awareness is a competitive advantage.

The professionals who improve the fastest are not necessarily the most naturally talented — they are the most accurate at seeing their strengths and weaknesses clearly.

3. Small daily behaviors shape your reputation more than you think.

Reliability, preparation, responsiveness, and consistency quietly build — or erode — credibility over time.

4. High performers proactively seek feedback instead of waiting for reviews.

People who actively ask for specific behavioral feedback are better able to close the gap between intention and impact.

5. Leadership development should start earlier.

BreAnne and Joe discuss why organizations often wait too long to develop employees and how Extraordinary You helps individual contributors build self-awareness, strengths, and effectiveness long before they move into formal leadership roles

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 185: Are You Overestimating Your Effectiveness? (And Why It Matters More Than You Think) first appeared on ZENGER FOLKMAN.

• “A skills-based organization is using this data to focus on specific business problems: whom to hire, whom to promote, how to develop people for increased performance, and whom to consider for an internal position. Many companies are now “paying for skills,” encouraging employees to figure out what skills are in demand and go out and build them.” Credit: Josh Bersion 2023 HR Report 

• Zenger Folkman’s organizational effectiveness research: 122,000 employees in 10,000 groups from different organizations.  The research distilled thousands of variables down to a few key capabilities that leveraged organizational effectiveness.
• There are many areas in every group that need improvement, but there is a much smaller list of key areas that are valued most by the members of a particular department or team.

• The problem we have is that most leaders are so preoccupied with “fixing weaknesses” that they don’t seek feedback from group members to identify which of the changes they would appreciate most.

• Word of warning about that: discovering only the needs for improvement should not be the priority when companies are seeking to increase their effectiveness.

• In short, balance is vital. Organizations should do the following:

  1)   Identify items in the organization that are both needed and valued by different work groups.

  2)   Identify organizational strengths, and build on them.

Connect with Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

How to Correlate the Skills You Need With The Skills Your Company Values– Article by Joe Folkman

The post Episode 103: Skills, Skills, and More Skills— Finding What the Organization Values Most first appeared on ZENGER FOLKMAN.

While many leadership coaching models focus on goal setting, performance gaps, and action plans, this conversation takes a different approach. Michelle shares why great coaching begins with trust, connection, and a deep understanding of the individual—not just the problem.

Grounded in Zenger Folkman’s research on strengths-based leadership development and data from over 1 million 360-degree assessments, this episode reveals what truly differentiates leaders who coach effectively.

You’ll learn practical coaching techniques to help leaders:

• Build trust and rapport quickly
• Listen beyond the surface
• Ask better, more impactful questions
• Turn insight into meaningful action
• Empower others without giving all the answers

If you’re a leader, HR professional, coach, or facilitator looking to improve your leadership coaching skills, this episode offers a simple but powerful truth:

???? The best coaching conversations don’t start with answers—they start with presence

Many leaders jump straight to goals and solutions. But effective leadership coaching begins with building trust and connection. Without it, even the best coaching techniques fall flat.

Being fully present—listening without distraction or agenda—is what allows leaders to uncover deeper issues like uncertainty, self-doubt, and competing priorities.

Strong coaching skills require understanding what motivates someone, where they feel confident, and where they feel stuck. This broader perspective leads to more meaningful and lasting development.

Coaching isn’t about solving everything at once. The most effective leaders help others identify small, actionable next steps that build momentum and confidence over time.

Zenger Folkman’s research shows that leaders who develop others effectively don’t rely on giving answers. Instead, they ask thoughtful questions that help individuals think more clearly and take ownership of their growth.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 184: Coaching is Connection First— Why Presence Outperforms Advice first appeared on ZENGER FOLKMAN.

In this episode of The 90th Percentile, BreAnne and Joe Folkman explore new data from Zenger Folkman’s 360-degree leadership assessments revealing how destructive comments about others can quietly undermine a leader’s effectiveness. Based on feedback from hundreds of leaders and thousands of raters, the findings show that leaders who engage in negative gossip are perceived as significantly less effective across nearly every leadership competency.

Joe explains why leaders fall into the gossip trap, the hidden ways it erodes trust and psychological safety, and how this behavior spreads through organizations. More importantly, the research reveals that when leaders become aware of this pattern and change it, their effectiveness can improve dramatically.

For HR, Talent Development, and Learning leaders, this conversation highlights the powerful role feedback and leadership development play in shaping healthy cultures. When leaders commit to speaking about others with integrity—and addressing issues directly rather than through back channels—they build the trust, collaboration, and influence that define truly extraordinary leadership.

1. Leadership gossip is not harmless—it’s a career-limiting behavior.Zenger Folkman’s research shows that leaders who engage in destructive comments about others are viewed as less effective in 29 of 31 leadership behaviors measured in 360-degree feedback assessments.

2. Gossip erodes trust and psychological safety.When leaders criticize others behind their backs, team members become guarded and hesitant to speak openly—damaging collaboration, innovation, and honest communication.

3. The impact extends far beyond the individuals involved.Destructive comments create ripple effects across organizations, contributing to toxic culture, decreased collaboration, wasted energy, and higher turnover among top performers.

4. Small behavior changes can produce dramatic leadership gains.Leaders who improved their behavior around discouraging destructive comments saw their overall leadership effectiveness rise dramatically—from the 29th percentile to the 78th percentile in the study.

5. Awareness and feedback are powerful catalysts for change.360-degree feedback can help leaders recognize behaviors they may not realize they exhibit. When leaders commit to addressing issues directly and sharing praise instead of criticism, they build stronger trust and influence.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 183: The Gossip Trap— One Leadership Habit That Quietly Destroys Trust first appeared on ZENGER FOLKMAN.

In this episode, BreAnne Okoren sits down with Orin Salas, Vice President of Sales at Zenger Folkman, to unpack compelling research from Joe Folkman that reframes the ROI conversation entirely. Drawing on data from nearly 1,000 leaders—and insights published in Harvard Business Review—they explore why effective leadership development doesn’t just pay for itself, but actively saves and generates money.

Together, they examine how leadership quality drives employee engagement, retention, discretionary effort, and culture—and why poor leadership silently drains value every day it goes unaddressed. Orin brings a candid, real-world perspective from decades in the training and development industry, including roles at Wilson Learning, Hogan, and Deloitte, offering a clear-eyed view of what separates leadership development that works from what doesn’t.

If you’ve ever wondered whether leadership development is truly worth the investment, this episode offers a data-backed answer—and a challenge leaders can’t afford to ignore.

1. Leadership development isn’t an expense—it’s a value protector.Organizations are already paying for leadership through turnover, disengagement, burnout, and lost productivity. Investing in leadership simply shifts those costs from reactive to intentional.

2. Great leadership compounds over time.Longitudinal research shows that sustained leadership development creates a “rising tide” effect—where strong leaders develop strong leaders, multiplying impact across the organization.

3. The engagement gap is a profitability gap.Leaders in the top 10% drive engagement levels nearly 50 percentile points higher than bottom-tier leaders—fueling 20–25% gains in profitability through productivity, retention, and customer satisfaction.

4. One poor leader can quietly cost hundreds of thousands of dollars.Employees under ineffective leaders are five times more likely to consider leaving, with replacement costs often reaching 1.5–2x salary. Improving even one leader can fund an entire development program.

5. Every organization has a leadership strategy—whether it’s intentional or not.When leadership development is inconsistent or ignored, pressure and bad habits become the teachers. The question isn’t whether leaders are being developed—it’s who (or what) is doing the developing

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 182: Does Leadership Development Actually Pay Off? The ROI Leaders Can’t Ignore first appeared on ZENGER FOLKMAN.

As AI makes information faster and cheaper, one capability is becoming increasingly scarce: human leadership. Drawing on fresh data from tens of thousands of leaders and direct reports—along with insights from trust, feedback, recognition, and decision-making studies—BreAnne and Joe reveal why technology is amplifying both productivity and the cost of weak leadership.

Together, they walk through the four leadership priorities shaping 2026: strengths-based development, faster decision-making fueled by trust, employee experiences that unlock discretionary effort, and cultures built on psychological safety and shared influence. You’ll learn why there’s no single “best” leadership style, how trust becomes infrastructure for speed, and why recognition and participation are some of the highest-impact behaviors leaders can master.

If you’re navigating change, scaling leadership capability, or wondering how to help your organization thrive alongside AI, this episode offers practical, research-backed guidance you can apply right away.

Want the full research, visuals, and practical framework? Download the new Leadership Skills 2026 eBook to explore each chapter in depth and start applying these insights with your leaders today.

Key Points

1. There is no universal leadership style—strengths matter more.Extraordinary leaders don’t try to copy a model. They build a few distinctive strengths while eliminating fatal flaws, making personalized development the fastest path to excellence in 2026.
2. Decision-making is becoming a competitive advantage—and trust is the accelerator.Top decision-makers don’t just analyze better; they create clarity, move quickly on low-risk issues, and build trust so decisions can happen closer to the work.
3. Trust isn’t soft—it determines speed.In low-trust environments, progress stalls behind approvals and safeguards. In high-trust cultures, work moves faster because people are empowered to act.
4. Discretionary effort comes from confidence, recognition, and purpose—not pressure.Leaders who focus only on driving results get compliance. Leaders who build confidence, recognize contributions, and connect work to purpose unlock commitment, creativity, and resilience.
5. Psychological safety and shared influence outperform command-and-control.Organizations with greater participation and voice generate better decisions, higher extra effort, and lower intent to quit—proving that expanding influence beats tightening control.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 181: Highlights from The Leadership Skills Report 2026 first appeared on ZENGER FOLKMAN.

Learn more about Zenger Folkman’s Trifecta of Trust Development Experiences for leaders and teams.

Key Points

1. Trust is not a generational trait—it’s a behavioral outcome.Age-based assumptions about trust distract from what actually builds credibility: consistent leadership behavior.

2. Trust doesn’t increase steadily with experience.Zenger Folkman’s analysis shows a U-shaped trust curve—high trust early career, declining in mid-career, and rising again later, proving that tenure alone does not create trust.

3. Younger leaders are not “less trustworthy” by default.When trust ratings are analyzed by generation, Gen Z and Millennials score higher on trust than Boomers, challenging common stereotypes in both directions.

4. Three competencies explain trust across every age group.Trust is most strongly predicted by:

• Relationships (approachability, collaboration, inclusion)
• Expertise (sound judgment, helpful insight, competence)
• Consistency (follow-through, reliability, keeping commitments)

5. Collaboration is one of the largest leadership gaps—across all generations.Even though collaboration is ranked as highly important, it consistently ranks much lower in actual effectiveness, meaning it must be intentionally developed, not assumed.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 180: The Generational Trust Myth—Why Behavior Beats Age Every Time first appeared on ZENGER FOLKMAN.

Drawing on a global dataset of 128,000 leaders and 360-degree feedback from over a million raters, they explore what happens when strategic perspective and emotional intelligence are placed head-to-head.

This episode reframes a long-standing leadership debate and offers a practical roadmap for leaders and organizations deciding where to focus their development efforts next. If you’re responsible for building leaders who can navigate complexity, inspire confidence, and lead through uncertainty, this conversation may change how you think about leadership capability altogether.

Register for our upcoming webinar on this topic.

Key Points

While emotional intelligence remains important, strategic perspective magnifies a leader’s overall effectiveness. Leaders strong in strategy outperform across 14 critical leadership behaviors—far more than leaders who rely primarily on EQ.

Contrary to popular belief, leaders with strong strategic thinking communicate more powerfully and inspire greater commitment. Clear reasoning behind decisions reduces uncertainty and builds trust across teams.

Leaders high in EQ but low in strategic capability outperform in only two areas—integrity and collaboration. Without strategic perspective, leaders struggle to innovate, take risks, and champion meaningful change.

Caring about people isn’t enough. Strategic leaders ground empathy in action by helping teams understand where the organization is headed and how they fit into the future.

Strategic thinking isn’t reserved for executives. Through coaching, scenario planning, and cross-functional exposure, leaders at all levels can build strategic perspective and dramatically increase their impact.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 179: Strategic Expertise vs. Emotional Intelligence—Which Drives Leadership Success? first appeared on ZENGER FOLKMAN.

Guest BIO: Dani Johnson, Co-Founder & Principal Analyst 

Before co-founding RedThread in 2018, Dani led the Learning and Career research practice at Bersin, Deloitte, and previously led research at the Ross School, University of Michigan. Dani holds an MBA and a MS and BS degrees in Mechanical Engineering from BYU. Before Kid, her favorite vacations involved a backpack, a map, and Google Translate.

1. L&D’s Changing Role: Many organizations are shifting away from centralized L&D functions, favoring federated models where teams embed within business units to solve targeted problems while maintaining a connection to the core strategy.
2. The Pandemic’s Impact: During the pandemic, L&D focused on transitioning in-person training online instead of strategically addressing workforce skill gaps, missing an opportunity to enhance their strategic influence.
3. Critical Elements for a Modern L&D Strategy: Successful L&D strategies require attention to five core elements, collaboration with other departments, and a balance of stability and flexibility to meet organizational needs.
4. AI’s Role in L&D: Artificial intelligence is transforming L&D by streamlining content creation, identifying skill gaps, and enhancing personalization. However, most L&D professionals have yet to fully embrace AI’s potential.
5. Building Organizational Influence: L&D professionals must actively engage with organizational strategy, speak the language of business leaders, and ensure their contributions align with key business metrics like retention and skill development.

Connect with Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 154: Is Learning and Development Being Demoted? first appeared on ZENGER FOLKMAN.

In this episode, we’re joined by Scott Schmadeke, Executive Vice President and Chief Operations Officer at BJ’s Wholesale. Since joining BJ’s in 2018, he has played a critical role in expanding field and fresh operations, overseeing distribution transitions, and driving key growth initiatives. With deep experience in retail and grocery operations, including leadership roles at Albertsons and Safeway, Scott brings a wealth of knowledge on how trust impacts both teams and large-scale operations.

We’ll dive into the role of trust in leadership, how trust influences team performance, and the strategies Scott and his team use to embed trust into BJ’s Wholesale’s culture. Whether you’re in HR, organizational development, or leadership development, you’ll walk away with practical insights on how to build and sustain trust in your teams.

Learn more about Zenger Folkman Team Trust program. 

Scott emphasized that trust spreads within an organization much like it does in personal relationships—it develops over time through consistent behaviors, transparency, and reliability. However, he also cautioned that trust can be fragile and easily derailed if not nurtured.

Scott shared insights from BJ’s engagement surveys, revealing that clubs with higher levels of trust also tended to perform better. He noted that trust impacts coaching, team collaboration, and overall business success, making it a critical driver for high-performing teams.

Among the three key levers of trust—relationships, expertise, and consistency—Scott identified consistency as the most challenging to sustain. In the fast-paced retail environment, pressures can cause lapses in consistency, which can erode trust. He emphasized the need for repeatable messaging and clear priorities to maintain stability.

Discussing challenges like the COVID-19 pandemic and supply chain disruptions (such as egg shortages), Scott highlighted how BJ’s built trust with team members and customers by focusing on transparency, proactive communication, and reliability. He stressed that crisis moments are the ultimate test of trust and can either strengthen or weaken an organization’s culture.

For HR and organizational development professionals looking to embed trust in their culture, Scott advised moving beyond rhetoric and ensuring trust is reflected in leadership behaviors, decision-making, and business practices. He highlighted the importance of structured coaching, clear communication, and ensuring team members understand their roles and expectations.

Upcoming Webinar

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 157: Team Trust at BJ’s Wholesale Club with Scott Schmadeke first appeared on ZENGER FOLKMAN.

Our guest today is Dr. David Rock, who coined the term “neuroleadership” and serves as Co-founder and CEO of the NeuroLeadership Institute. This 23-year-old cognitive science consultancy has advised over 50% of Fortune 100 companies across 24 countries, bringing neuroscientists and leadership experts together to improve organizations through science.

Dr. Rock has authored four successful books, including the bestseller “Your Brain at Work,” and his insights have appeared in Harvard Business Review, The New York Times, The Wall Street Journal, and many other publications. Originally from Australia but US-based since 2010, he holds a professional doctorate in the Neuroscience of Leadership from Middlesex University.

Today, we’ll discover how HR professionals can transform feedback from an anxiety-producing ritual into a powerful tool for growth and development.

1. Servant Leaders Invite Feedback; Authoritarian Leaders Resist It

Dr. Rock contrasts authoritarian and servant leadership styles, noting that authoritarian leaders typically avoid feedback to protect their status and maintain control. In contrast, servant leaders model humility and growth by actively inviting feedback and sharing their own learning process, creating a more open and development-focused culture.

2. The Mindset Behind Feedback Matters

There’s a clear link between fixed versus growth mindset and one’s openness to feedback. People with a fixed mindset focus on looking smart rather than improving, making them resistant to feedback. A growth mindset shifts the emphasis to learning and development, which is essential for creating a feedback-rich environment.

3. Feedback Fails Without Psychological Safety

Feedback requires complex cognitive work (mental contrasting), which is difficult under threat. When people feel judged or pressured, their cognitive resources drop, making it harder to process and apply feedback. Mandating feedback or focusing solely on candor doesn’t work—creating a low-threat, high-autonomy environment is key.

4. Asking for Feedback Cuts Stress in Half

Their research found that when people ask for feedback rather than receive it unsolicited, the stress response is cut in half—for both giver and receiver. This simple shift transforms feedback from a threat into a choice, restoring autonomy and making it more psychologically manageable.

5. Building a Culture of Asking Starts at the Top

Lasting change starts with senior leaders. The most effective strategy is getting a large group of leaders to experience the power of asking well for feedback—specifically and respectfully. When leaders model this behavior, it creates a ripple effect throughout the organization. It becomes a habit, not a mandate.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 160: Using Neuroscience to Make Feedback Work with David Rock first appeared on ZENGER FOLKMAN.

• LinkedIn
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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

11 Components of a Best-in-Class 360-Degree Assessment -In this white paper, the authors outline the crucial elements for a best-in-class 360-degree assessment.

Music: Pleasant Pictures

The post Episode 25: Elements of the Best 360-Degree Assessments first appeared on ZENGER FOLKMAN.

Together, Bre and Joe explore why this “perception gap” persists, how it quietly reinforces the leadership glass ceiling, and what organizations and leaders can do right now to create fairer, more accurate evaluations. With insights spanning global data, behavioral science, and practical organizational solutions, this episode is essential listening for HR leaders, executives, and anyone committed to advancing equity in leadership.

Real workplace evaluations—not hypothetical scenarios—show that female leaders are rated slightly more effective overall by both male and female colleagues. This contradicts many assumptions about gender bias in leadership performance.

Despite high overall effectiveness, women receive lower ratings on strategic thinking, technical expertise, and external influence—competencies disproportionately tied to promotions into senior roles. This subtle gap plays a real role in why fewer women reach the C-suite.

Both men and women showed the same rating patterns, revealing that these perceptions come from deeply ingrained narratives about what leadership looks like, not simple in-group or out-group preference.

Structured promotion rubrics, diverse decision-making committees, and equitable access to strategic assignments dramatically increase fairness. Individual women can also counteract perception gaps by actively building visibility around strategic work and external influence.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 178: The Hidden Truth About Gender and Leadership Ratings first appeared on ZENGER FOLKMAN.

• The main thing driving success in leadership development is the commitment and involvement of the senior leadership team, because there are some important elements in developing leaders that only they can make happen.  It can’t be delegated to HR.
• Rather than an increase in leadership effectiveness happening as leaders age, the results show a steady decline.
• Bottom line: there has simply not been a concerted, deliberate effort to ensure people learn from their on-the-job experience. Worse yet, the term learning may have become the ultimate rabbit hole.  Effective leadership is defined by our behavior, not the information residing in our brains.
• Make “after-action reviews” a way of life. Take time to analyze the original intentions of a project and compare it to what actually happened. Agree on what should be repeated and avoided in the future.
• Discover each direct report’s career aspirations. What do they need or want to learn? What experiences would they benefit from having?
• Self-awareness is vital for long-term success. Everyone can benefit from an external, objective assessment from the people they work with. Participate eagerly in a 360-degree feedback process.

Connect with Jack Zenger

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Transforming Leadership Development: Are We Missing the Main Thing? – Article by Jack Zenger

The post Episode 109: Transforming Leadership Development—Are We Missing The Main Thing? first appeared on ZENGER FOLKMAN.

Learn more about Zenger Folkman’s strength-based approach to leadership development.

Key Points

• Fixing weaknesses doesn’t create excellence. Unless a leader has a fatal flaw, focusing development on strengths produces far greater performance gains than trying to eliminate weaknesses.
• Extraordinary leaders are “spiky,” not well-rounded. Top-performing leaders excel in a few key areas that create outsized impact—they don’t master all 19 competencies.
• Development accelerates when it aligns with your wiring. Building on existing strengths taps into established neural pathways, making learning faster, more energizing, and more sustainable.
• Effective growth happens at the intersection of three elements: individual strengths, organizational needs, and personal passion. When those align, development drives measurable business results.
• Strengths-based development works—and the data proves it. In Zenger Folkman’s studies, 85% of leaders who used this approach showed statistically significant improvement in leadership effectiveness and measurable team outcomes.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 177: Why Strengths-Based Development Outperforms Traditional Methods first appeared on ZENGER FOLKMAN.

You can visit Arcadia Consulting’s website to watch additional interviews  on this Jotun leadership case study: Arcadia Consulting.

Key Point

1. Strengths > gap-fixing: Jotun’s biggest gains came from magnifying a few profound strengths per leader—making development feel energizing and personalized rather than remedial.
2. Measure what matters, then retest: A disciplined 360-feedback cadence (with executive participation) built credibility, a shared language, and visible progress over five years.
3. Push insights earlier in careers: Moving The Extraordinary Leader assessment down the leadership pipeline (not just for senior leaders) accelerated readiness and internal mobility.
4. Balance “results” and “relationships”: Interpersonal skills and learning agility were strong; bolder decision-making, initiative, and championing change became the focused next step.
5. Culture raises the bar: As great leadership became more common, tolerance for poor leadership dropped—the “shadow effect”—creating healthy pressure to sustain excellence.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 176: Jotun Case Study in Extraordinary Leadership first appeared on ZENGER FOLKMAN.

Key Point

• Decision-making is harder today due to information overload, uncertainty, and stakeholder complexity.

• Effective decision-makers create highly engaged teams—the best leaders scored 86th percentile in effectiveness and their teams 77th in engagement.

• The top decision-makers consistently demonstrate seven key behaviors, including anticipating problems, acting quickly, focusing on priorities, balancing risk, and building trust.

• Trust is the foundation that accelerates decision speed and quality by reducing friction and bureaucracy.

• Great leaders build decision-making cultures, empowering people at every level to act with clarity, confidence, and alignment.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 175: 7 Key Leadership Behaviors of the Most Effective Decision Makers first appeared on ZENGER FOLKMAN.

Key Points

1. Early investment in leaders pays off – Developing leadership skills at the start of a career builds confidence and sets a foundation for long-term success.
2. Accessibility drives engagement – Leadership development should not be reserved for executives; broad access creates a stronger leadership pipeline.
3. Culture of learning sustains growth – Embedding leadership development into the culture ensures learning continues beyond formal programs.
4. Practical experiences matter – Rotations, projects, and hands-on opportunities accelerate growth more effectively than classroom training alone.
5. People-first strategies strengthen organizations – By putting leadership growth at the center, Desert Financial connects employee development with business results.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 174: Making Development Popular with Deseret Financial Credit Union first appeared on ZENGER FOLKMAN.

Key Points

1. Leadership Behaviors Are ContagiousPositive leadership behaviors—like openness, respect, and accountability—can spread rapidly across teams and functions, reshaping the culture just as viral trends do online.

2. Psychological Safety Fuels InnovationWhen leaders consistently model curiosity, support, and transparency, they create psychologically safe environments where employees feel empowered to speak up, take risks, and innovate.

3. Widespread Development Drives Culture ChangeDeveloping leaders at all levels—not just high potentials or executives—creates powerful ripple effects that accelerate culture change across an entire organization.

4. Behavior Change Requires Proven MethodsLasting growth comes from structured, research-based approaches—such as 360-degree feedback, coaching, and action learning projects—rather than one-off workshops or motivational events.

5. Sustained Effort Creates Lasting ImpactMulti-year leadership initiatives send a clear message that development is an expectation, not a perk—raising the baseline of leadership effectiveness and embedding positive behaviors into the culture.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 173: The Surprising Way Leadership Behaviors Go Viral at Work first appeared on ZENGER FOLKMAN.

Key Points

1. Psychological safety is a business driver — it directly impacts retention, innovation, and willingness to give extra effort, not just workplace “niceness.”
2. Leadership behaviors matter most — Zenger Folkman research on 18,000 employees shows eight specific behaviors strongly correlate with creating safe, respectful environments.
3. Small improvements create big impact — leaders don’t need to master all eight behaviors; excelling in just three significantly boosts psychological safety scores.
4. Vulnerability builds trust — when leaders admit mistakes, invite questions, and seek diverse perspectives, teams respond with greater openness and loyalty.
5. Safety fuels adaptability — in a world of constant change, psychologically safe teams are more resilient, collaborative, and ready to tackle new challenges together.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 172: Why Psychological Safety Matters More Than Ever first appeared on ZENGER FOLKMAN.

Susan David, Ph.D. is one of the world’s leading management thinkers and an award-winning Harvard Medical School psychologist. Her #1 Wall Street Journal bestselling book, Emotional Agility based on the concept that Harvard Business Review heralded as a Management Idea of the Year and winner of the Thinkers50 Breakthrough Idea Award, describes the psychological skills critical to thriving in times of complexity and change. Susan’s TED Talk on the topic of emotional agility has been seen by more than 8 million people. She is a frequent contributor to the New York Times, Washington Post, Wall Street Journal, and guest on national radio and television. She is on the faculty at Harvard Medical School and is a Co-founder of the Institute of Coaching (a Harvard Medical School/McLean affiliate). Susan lives outside of Boston with her family.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about the latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

Emotional Agility– Explore the eBook with leadership insights from Susan David.

Zenger Folkman’s Leadership eBooks– Enjoy our complimentary eBooks filled with groundbreaking research, compelling interviews, and practical solutions to everyday leadership issues.

Music: Pleasant Pictures

The post Bonus Episode– Susan David, Emotional Agility first appeared on ZENGER FOLKMAN.

Key Points

1. Memorability in leadership comes from behaviors, not titles.Just like Denzel Clarke’s unforgettable catch, leaders are remembered for moments and actions that stand out — not for their job description.

2. The top 10% of leaders consistently practice 10 standout behaviors.Based on 63,000 leadership assessments, these include fostering growth mindsets, inspiring energy, making decisive calls under pressure, and building trust through good judgment.

3. Trust and authenticity are the foundation of influence.From Johnson & Johnson’s Tylenol recall to role-modeling values inside organizations, trust cements reputations far more than charisma.

4. Focus and clarity multiply impact.Memorable leaders align their teams around a few high-priority goals — and have the discipline to eliminate distractions.

5. Memorable leadership isn’t just about steady performance.It’s also about courage. Intel’s bold shift from memory chips to microprocessors shows how decisive moves can define legacies.

6. Preparation shapes defining moments.Leaders don’t suddenly become courageous or visionary in a crisis — daily habits of clarity, trust, and growth prepare them for those big, unforgettable decisions.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

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Dr. Jack Zenger joins us to share groundbreaking research from over 50,000 leaders and 700,000 multi-rater feedback surveys to prove that top leaders don’t choose—they master both. We explore:

• What separates fast-and-effective leaders from the rest

• The five key behaviors that enable dual performance

• Why AI can increase volume but not value

• How interruptions silently erode quality

• And how high-performing organizations protect time for deep work

Whether you’re leading a team or navigating your own workday, this episode offers practical advice for thriving in a world that demands both urgency and rigor.

1. Speed and quality are not trade-offs—they’re traits of top performers.95% of top leaders in the Zenger Folkman study were rated both fast and effective.
2. The best leaders master five behaviors that drive dual performance:Trusted decision-making, clear vision, personal courage, access to expertise, and setting stretch goals.
3. AI accelerates volume—but can’t replace human judgment.Use AI to expand capacity, not to substitute nuance, ethics, or originality.
4. Interruptions kill quality.Cognitive residue from task-switching reduces performance—even when extra time is given. Deep work requires protected time.
5. Great leaders switch intentionally between responsiveness and reflection.The ability to balance quick action with strategic thought is a defining trait of effective leadership.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 170: AI, Speed, and the Future of Thoughtful Work first appeared on ZENGER FOLKMAN.

• Extraordinary teams don’t happen by accident.Zenger Folkman’s latest research shows that high-performing teams intentionally develop behaviors that build trust, clarity, and collaboration. These teams respond to challenges differently—and outperform others in both engagement and execution.

• Ten specific behaviors separate top teams from the rest.From empowered decision-making to proactive problem-solving, the data reveals ten key differentiators. These include strategic alignment, cross-functional cooperation, and a culture of recognition—all backed by statistically significant findings.

• Simple questions can reveal team health.Each of the ten behaviors can be assessed with a quick pulse-check question. Leaders can use these questions to gauge where their teams are thriving—and where they need support.

• Small changes lead to big impact.The episode shares actionable strategies for each behavior—ranging from goal alignment huddles to decision-making guidelines—that HR leaders and team managers can implement immediately.

• Team development is no longer optional—it’s a competitive advantage.While individual leadership development is critical, organizations that also invest in team-level development see greater returns. Zenger Folkman’s new product, The Extraordinary Team, helps teams assess, grow, and sustain high performance through a research-backed development experience.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 169: 10 Leadership Behaviors That Set Great Teams Apart first appeared on ZENGER FOLKMAN.

You’ll also hear how learning programs that promote self-awareness, coaching, and connection can transform not just culture—but results.

1. Well-being must be normalized, modeled, and personalized.Well-being looks different for everyone. Leaders must create space to talk about it, role model it, and customize support for their teams.

2. Great leadership begins with self-awareness.Shanna emphasizes that leading others starts with leading yourself—through assessments, reflection, and coaching that build emotional intelligence.

3. Employee resource groups (ERGs) are more than social circles—they drive results.Druva’s Women’s ERG is tackling hard topics like menstruation, maternity, and menopause—empowering women and improving retention and engagement.

4. Well-being and performance go hand-in-hand.Engagement, morale, and productivity are all tied to how supported people feel. When people are mentally and emotionally well, they do their best work.

5. Inclusive leadership requires honest self-reflection.Many leaders are unaware of how their behavior impacts others. Shanna shares how coaching and feedback helped uncover unconscious bias—and change it.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 168: Well-Being Is a Business Strategy—Leadership Lessons from Druva first appeared on ZENGER FOLKMAN.

1. Flexibility Fuels OpportunityThe shift to remote and hybrid work enabled Wright Service Corp. to tap into a wider, more diverse talent pool—prioritizing skills over geography.

2. Leadership Development Must Be LayeredOne-size-fits-all programs don’t work. Wright built tiered development pathways for first-level leaders, mid-level managers, and executives—scaling content to match job scope.

3. Field-Based Teams Require Mobile, Bite-Sized LearningFor the 4,000+ employees working in the field, leadership development had to be accessible via mobile and delivered in shorter, more digestible sessions.

4. Connection Still Matters in Hybrid ModelsHybrid learning experiences, culture clubs, and in-office events help foster belonging and reinforce organizational values—even across distances.

5. Trust and Business Acumen are FoundationalRose emphasizes that strong relationships and a deep understanding of the business are essential for L&D to be seen as true strategic partners.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 167: Flexible, Focused, and Future-Ready—L&D at Wright Service Corp. first appeared on ZENGER FOLKMAN.

1. AI Can Help Managers Coach More Effectively—But Not Replace ThemMany managers avoid coaching because they feel unprepared, not unwilling. AI can provide structure and guidance, helping them enter coaching conversations with more clarity and confidence.
2. Human Trust and Empathy Are Irreplaceable in CoachingWhile AI can suggest language, strategies, and timing, it cannot build the trust and emotional connection that makes coaching impactful. That human element remains critical.
3. Frameworks Like the FUEL Model Enhance AI IntegrationZenger Folkman’s FUEL model—Frame, Understand, Explore, Lay Out a Plan—works exceptionally well with AI tools because it gives structure and repeatability. AI thrives when following well-designed models.
4. AI Can Create a Safe Practice Space for LeadersBecause AI isn’t judgmental, it gives leaders a risk-free way to rehearse tough conversations, refine language, and receive feedback—making it easier to have real discussions later with their team.
5. Success Depends on Organizational Readiness and TrustBefore implementing AI tools for coaching, organizations must assess their coaching culture and trust levels. In high-trust environments, AI can be a valuable partner; in low-trust environments, it may be resisted or misused.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 166: Can AI Be Your Coach? The Promise and Peril of AI in Leadership Development first appeared on ZENGER FOLKMAN.

Paul and host Bre Okoren explore why team development is no longer optional in today’s dynamic, digital, and diverse workplace. They discuss why focusing solely on individual leaders can backfire, how benchmarking boosts motivation, and the surprising ways “being too nice” can erode trust.

If you’ve ever wondered whether one workshop can truly shift how a team functions—this episode might just change your mind

Learn more about The Extraordinary Team Development Experience. 

• Teams create collective intelligence. Developing individuals in isolation often fails because the team dynamics don’t change. Real progress happens when the whole team grows together.

• Trust issues aren’t always about intent—they’re about impact. Teams that score low on trust are often surprised, especially in “cultures of nice” where unresolved overload and missed commitments quietly damage credibility.

• Diverse, dispersed, and digital teams face new challenges. Modern teams need intentional support to overcome communication gaps and longer forming periods, especially when working across time zones and cultures.

• Benchmarking motivates change. Teams want to know how they compare. Zenger Folkman’s team assessment provides a research-backed reference point that encourages focused improvement.

• The most powerful changes come after the workshop. The team development experience isn’t a one-and-done fix—it’s the strategic pause that sets up sustainable progress, especially when reinforced by leadership and follow-through.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 165: Stop Training Leaders Alone—The Case for Team Development first appeared on ZENGER FOLKMAN.

We discuss why authoritarian leadership is making a comeback, how centralized control stifles engagement, and what modern leaders can do to create workplaces where people feel heard, valued, and empowered. From Amazon’s algorithmic management systems to Toyota’s famous Andon cord, we examine real-world examples of what happens when influence is hoarded versus shared.

Whether you’re a seasoned executive or a rising leader, this episode offers practical steps to shift from a control-centric mindset to one that cultivates broad-based influence—without sacrificing speed, accountability, or performance.

1. More Influence = More EngagementTeams with higher total influence—spread across managers and employees—consistently outperform those with concentrated control at the top.

2. Authoritarian Approaches Are BackfiringAmid economic uncertainty and new surveillance technologies, some leaders are reverting to command-and-control models. The result? Lower morale, higher turnover, and reduced innovation.

3. Crisis ≠ Excuse for ControlWhile centralized decisions may be necessary during acute crises, organizations that routinely distribute influence are more resilient in the long run.

4. Leaders Must Invite and Act on InputEmpowering others doesn’t mean losing control—it means gaining commitment. Leaders should create real opportunities for input and close the loop on how it’s used.

5. Influence Isn’t a Zero-Sum GameGreat leaders don’t hoard power—they expand it. By building trust and enabling contribution, they create teams that are more agile, engaged, and successful.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 164: Control vs. Influence—What Today’s Leader’s Get Wrong first appeared on ZENGER FOLKMAN.

The reality is that people in every direction in your organization need recognition. While the “great resignation” may have given way to the great re-evaluation, you might heavily consider the power of your positive affirmations. As we cope with the heavy situations piled on weekly, it does wonders to hear that you’re making a difference in your personal sphere of influence. This data we’ll share may not be groundbreaking, but maybe it can convince (or remind) you to open your mouth more often and tell people what they need to hear, not just what you want to say.

• Leaders rated in the bottom 10% for providing recognition had employees at the 27.4th percentile on engagement. By contrast, those leaders rated in the top 10% were at the 69.8th percentile.
• One survey reported the startling statistic that 29% of employees describe not having received any recognition or commendation within the past year.
• 145 managers resisted giving recognition and 513 preferred giving it. We compared that data to the more complete 360-degree assessment for those leaders, and those who were more inclined to give recognition were also perceived as being better at collaboration and teamwork, being open to feedback from others, building relationship, and inspiring and motivating others.
• Appreciation that is specific is far more powerful than a general “good job” comment.
• Being timely has great value.

Connect with Jack Zenger

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Do You Tell Your Employees You Appreciate Them– Harvard Business Review Article by Jack Zenger and Joe Folkman

The post Episode 89: Employee Recognition– Improving the Substance and Delivery first appeared on ZENGER FOLKMAN.

He discusses how to distinguish between training and true development, why clarity and alignment are underrated superpowers, and how maturity in leadership often starts with saying, “I don’t know—but we’ll figure it out together.” If you’ve ever felt overwhelmed by the noise in the leadership space, this conversation will ground you in what truly matters.

1. Don’t Chase Trends—Strengthen the Foundation. Leadership development shouldn’t be a series of fads. Bard emphasizes the need to anchor in proven, core leadership behaviors rather than constantly pursuing the “topic of the month.”
2. Training Isn’t the Goal—Development Is. True leadership growth requires a sustained process, not a one-time event. Bard distinguishes between “training” and “developing” people, urging organizations to build long-term support and accountability.
3. Clarity and Alignment Are Leadership Superpowers. Leaders who consistently create clarity and alignment—especially during disruption—are more likely to earn trust and drive performance. These aren’t complex skills, but they require discipline to maintain.
4. Great Leaders Say, “I Don’t Know—But We’ll Find Out Together.” In times of uncertainty, leaders need the maturity to admit when they don’t have all the answers and the skills to guide their team through collaborative problem-solving.
5. Invest in People—Even If They Leave. Mesa Labs builds a culture where development is prioritized, even if it means people grow into opportunities beyond the organization. The payoff? A more engaged workforce and a reputation for being a learning organization.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 163: Staying the Course—Why Core Leadership Skills Still Matter first appeared on ZENGER FOLKMAN.

1. Defining Resilience: At Core & Main, resilience involves leaders confidently navigating ambiguity and rapid changes, shifting from relying on past experience to embracing innovation and collaboration.
2. Integrating New Leaders: With 11 acquisitions completed in 2024 alone, Core & Main prioritizes leadership integration workshops and cultural immersion activities, such as personalized meetings, practical gifts, and celebrating integration milestones, to smoothly transition new associates into their established culture.
3. Continuous Leadership Development: Core & Main emphasizes ongoing, immersive learning experiences. Leaders participate in voluntary, high-touch training programs that include follow-up actions, accountability partners, and direct managerial involvement, ensuring sustained development beyond initial training sessions.
4. Engagement and Retention: Core & Main connects leadership development directly to employee engagement. Regular engagement surveys, effective knowledge transfer practices, and leadership accountability significantly reduce turnover. Notably, 88% of succession-planned roles were filled internally, demonstrating strong internal leadership pipelines.
5. Practical Advice for Leadership Programs: Evelyn advises organizations to view leadership development as a marathon, not a sprint. Sustainable programs addressing real organizational needs, consistent measurement, and involving leaders as subject matter experts are essential for long-term success and cultural alignment.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 162: Building Resilient Leaders: Lessons from Core & Main first appeared on ZENGER FOLKMAN.

1. Leadership Effectiveness Improved Globally Contrary to expectations, leadership effectiveness significantly increased worldwide during and after the pandemic. This was not limited to specific regions—improvements were consistent across North America, Europe, Asia, Africa, and Latin America.
2. Learning Agility Saw the Greatest Boost The competency showing the most dramatic improvement was Learning Agility—the ability to seek feedback and adapt to new situations quickly. Leaders had to rapidly develop new skills, such as effective virtual communication and remote team management.
3. Trust Levels Increased Significantly Leaders earned higher levels of trust by making tough decisions transparently and consistently demonstrating integrity during challenging times. The pandemic underscored the importance of authentic and honest communication in building trust.
4. Feedback and Continual Improvement Became Essential Leaders significantly improved their openness to asking for and acting on feedback. This proactive approach to continuous improvement allowed leaders to quickly test and refine strategies in response to rapidly changing conditions.
5. Enhanced Balance Between Employee Needs and Company Goals Leaders became more attuned to employees’ concerns and needs, promoting stronger collaboration and cooperation despite remote work. Leaders who balanced organizational objectives with empathy and clear communication were notably more effective.

Connect with Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

How the Pandemic Permanently Elevated Management Effectiveness– Article by Joe Folkman

The post Episode 161: Then and Now—How the Pandemic Boosted Leadership Effectiveness first appeared on ZENGER FOLKMAN.

In this episode, we’ll explore four distinct leadership styles—the Expert, the Connector, the Driver, and the Strategist—and reveal surprising findings about which approach yields the best results. We’ll also connect Joe’s research to Daniel Goleman’s six leadership styles featured in last year’s popular Harvard Business Review article, giving you practical insights on how to leverage your natural leadership strengths while avoiding common pitfalls. Whether you’re an aspiring leader or a seasoned executive, today’s discussion will transform how you think about effective leadership.

Key Learnings

1. No One leadership Style is Universally Better. Despites longstanding debates and popular frameworks like Daniel Goleman’s six leadership styles, the research from Zenger Folkman found no statistically significant difference in overall effectiveness among the four styles studied—Expert, Connector, Driver, and Strategist. What matters more is how well a leader executes their chosen style, not which one they use.
2. Each Leadership Style Has a Distinct Pattern of StrengthsEach style brings its own unique set of advantages: Experts excel in problem-solving, innovation, and technical depth. Connectors shine in relationship-building, inclusion, and collaboration. Drivers focus on performance, results, and integrity. Strategists are strong in future-focused thinking, change management, and external awareness. These patterns help leaders understand where they naturally thrive and what areas might need more attention.
3. Effectiveness Comes From Developing Key Strengths, Not Mastering Everything. Highly effective leaders consistently have three to five well-developed leadership competencies, often ranking in the top percentiles in those areas. Trying to master every leadership behavior is neither realistic nor necessary. Instead, leaders should double down on their strengths and ensure they don’t have any major “fatal flaws.”
4. Self-Awareness and Style Alignment Are Crucial. The research reinforces the idea that leadership effectiveness improves when people lean into their natural style—whether it’s technical expertise, relationship-building, results-orientation, or strategic thinking—and work to elevate it intentionally. Leaders don’t need to change who they are, but they do need to be aware of potential blind spots and proactively manage them.
5.  Leadership Development Should Be Individualized, Not One-Size-Fits-All Rather than pushing everyone toward a single “ideal” leadership model, organizations and leaders benefit more from identifying natural styles, cultivating standout strengths, and filling in critical gaps. This approach encourages authentic leadership and allows for diverse leadership profiles to succeed in different organizational contexts.

Connect with Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Is One Leadership Style Better Than Others? Forbes Article by Joe Folkman

The post Episode 159: Is One Leadership Style Better Than Others? first appeared on ZENGER FOLKMAN.

• Inspiration Over Pressure Leads to CommitmentHigh-performing leaders don’t just drive results—they inspire. By connecting daily tasks to a larger purpose, they tap into intrinsic motivation, making work more fulfilling and increasing commitment levels by up to five times.

• Psychological Safety Fuels InnovationTeams that feel safe to speak up, share ideas, and challenge assumptions are more innovative and effective. Leaders can create this environment by actively seeking diverse perspectives and normalizing open dialogue, just as companies like Google and Shopify have done.

• Stretch Goals Motivate, Not OverwhelmThe best leaders set ambitious yet attainable goals, balancing challenge with support. Research shows that when teams are given meaningful stretch goals and the necessary resources, engagement and performance skyrocket.

• Over-Communication is the Key to ClarityImportant messages need to be communicated repeatedly—sometimes up to seven times—to truly resonate. Leaders who strategically reinforce vision and direction across multiple channels, like Delta Air Lines’ Ed Bastian, create alignment and engagement across their organizations.

• Trust is Built Through Transparency and ConsistencyConsistency is the foundation of trust, especially in times of change. Leaders who align their actions with their words, admit mistakes, and encourage honest reporting—like Alan Mulally did at Ford—foster strong, resilient teams that perform under pressure.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

5 Ways to Build a High Performance Team in Today’s Workplace– Article by Jack Zenger 

The post Episode 158: 5 Ways to Build a High-Performance Team first appeared on ZENGER FOLKMAN.

Connect with Jack Zenger on Twitter, LinkedIn, or Facebook.

SHOW NOTES:

Forbes: Why is it so Difficult for Leaders to Give Positive Feedback?

Music: Pleasant Pictures

Learn more about this topic by visiting our website.

The post Episode 7: The Enigma of Positive and Negative Feedback first appeared on ZENGER FOLKMAN.

1. Pause Before Reacting – When faced with feedback that seems unfair, resist the urge to react immediately. Acting with composure allows you to gather your thoughts and prepare for a more productive follow-up conversation.

2. Assume Good Intentions – Even if the feedback is poorly delivered or unjustified, starting with the assumption that the giver has good intentions can help frame your response in a constructive manner.

3. Seek Clarity and Understanding – Ask clarifying questions to fully grasp the concerns behind the feedback. Exploring the giver’s assumptions, asking for examples, and finding any valid points within the criticism can help you respond thoughtfully.

4. Follow Up and Address the Feedback – In a later meeting, recap what you understood from the feedback and outline any actions you plan to take (if necessary). If the feedback is genuinely unfounded, stay professional and avoid unnecessary conflict.

5. Maintain Confidence and Perspective – If, after evaluation, the feedback turns out to be baseless or misguided, don’t let it shake your confidence. Learn from valid insights but also recognize when criticism is more about the giver’s perspective than your actual performance.

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When Your Boss Gives Bad Feedback, Badly- HBR Article 

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The post Episode 156: What To Do When The Boss Gives You Baseless Feedback first appeared on ZENGER FOLKMAN.

Download our 2025 Leadership Skills Report.

Leaders often focus on high-level strategies but overlook minor behaviors that shape their effectiveness. Research on over 4,300 leaders shows that small missteps—like failing to follow through or neglecting feedback—can significantly damage credibility and trust.

When leaders fail to model the behaviors they expect from others, it creates a culture of inconsistency and mistrust. Simple actions, like keeping commitments and following rules, set the tone for an accountable and high-performing team.

Avoiding difficult conversations or sugarcoating feedback leads to confusion and stagnation. Effective leaders give both constructive and positive feedback regularly, ensuring that employees are aligned and empowered to improve.

Leadership isn’t just about setting expectations—it’s about inspiring action. Leaders who bring energy and enthusiasm to work create an environment where teams are motivated, engaged, and more likely to perform at a high level.

The best leaders continuously seek feedback and remain open to learning, regardless of experience level. Research shows that those who actively ask for feedback maintain higher effectiveness throughout their careers, while those who stop learning tend to decline in leadership impact.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

7 Minor Leadership Behaviors That Determine Your Success– Article by Joe Folkman

The post Episode 155: The 7 Minor Leadership Behaviors That Actually Determine Your Success first appeared on ZENGER FOLKMAN.

Our guest today is Daisey Auger-Dominguez, a Chief People Officer, workplace strategist, speaker, and author on future readying the workforce and building high-performing teams that deliver a competitive advantage without burning out. Daisey’s research, drawing from studies by the Association for Psychological Science and the Institute for Healthcare Improvement, reveals how chronic workplace stress impacts not just emotional wellbeing, but also leads to significant physical health issues and cognitive impairments. More importantly, she’s uncovered how focusing on joy, rather than just reducing burnout, can transform workplace dynamics.

In today’s episode, we’ll explore Daisey’s four key strategies for cultivating joy and optimism in leadership roles, from embracing the Japanese concept of Ikigai to implementing practical tools like the “Happy Folder.”

Check out Daisey’s book Burnt Out to Lit Up: How to Reignite the Joy of Leading People.

1. Intentional Leadership in Hybrid Environments Leading during the pandemic underscored the importance of intentionality in leadership. Leaders must balance clarity with compassion while fostering deliberate opportunities for connection. Effective leadership isn’t just about solving problems but building relationships that create trust and collaboration.
2. The Transformative Power of Joy at Work Daisy emphasized that joy is more than an antidote to burnout—it’s a catalyst for transforming workplace dynamics. Cultivating joy improves emotional well-being, reduces stress, and enhances team performance, creating an environment where employees thrive.
3. The Ikigai Framework for Leadership Daisy’s insights on ikigai, a Japanese concept of finding one’s purpose at the intersection of passion, talent, values, and what the world needs, provide leaders with a reflective tool to align their personal and professional lives. This clarity fuels motivation and helps leaders inspire their teams.
4. Gratitude and Joy Build Stronger Teams Simple practices like sharing gratitude or starting meetings with personal highlights foster belonging and connection. Daisy’s example of the “confetti tradition” illustrates how celebrating small wins and personal moments can make tough workplace challenges easier to navigate.
5. Normalize Rest and Recovery In hybrid work environments, the need for rest is often overlooked. Daisy advocated for normalizing rest as a strategic practice, from micro-breaks during the day to restorative cycles after intense projects. Modeling these behaviors empowers teams to recharge, fostering creativity and productivity.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Finding Joy as a Manger, Even on the Bad Days Article by Daisey Auger-Dominguez

The post Episode 153: Finding Joy as a Leader (Even on the Hard Days) first appeared on ZENGER FOLKMAN.

1. Passion Drives Performance: Passionate leaders consistently outperform their peers, especially in areas like developing others, inspiring and motivating teams, and building relationships. When passion aligns with leadership competencies, it creates a powerful impact on team engagement and results.
2. The Balance Between Passion and Confidence: While passion can enhance performance, it can also lead to overconfidence. Research shows that passionate individuals may overestimate their capabilities, highlighting the need to balance enthusiasm with self-awareness and accurate self-assessment.
3. Passion’s Role in Talent Management: Passion should be a key consideration in hiring and leadership development. Candidates with high passion for specific competencies may outperform those with more experience but less enthusiasm, making passion a valuable predictor of success.
4. Diversity in Passion Across Demographics: Research reveals distinct differences in passion based on age and gender. Older professionals gravitate toward competencies like integrity and customer focus, while younger individuals are drawn to problem-solving and relationship-building. Women tend to show more passion for collaboration, while men lean toward strategic thinking. These insights can help organizations design more inclusive and effective development strategies.
5. CPO Framework for Leadership Effectiveness: Aligning Competence, Passion, and Organizational Need is critical for developing successful leaders. Leaders who focus on their passion areas not only perform better but also experience lower turnover rates in their teams, enhancing overall organizational stability and growth.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

How Much Does Passion Influence Performance?- Article by Joe Folkman

How I Built This Interview with koel Thomae

The post Episode 152: How Much Does Passion Influence Performance? first appeared on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Zenger Folkman Holiday Message 2024 first appeared on ZENGER FOLKMAN.

1. Leaders Energize Teams Through Inspiration and Clear Priorities Effective leaders act as a source of energy for their teams by inspiring them through challenging but achievable goals. Success in accomplishing such goals helps employees discover their own potential. Additionally, leaders should focus on setting clear priorities—ensuring that teams understand what truly matters most.
2. Effective Communication is Foundational to Team Success Leaders must consistently communicate the “what, where, when, and how” of tasks and goals. Clear and repetitive communication ensures alignment, reduces confusion, and fosters a shared sense of direction within the team. Consistent messaging is key to avoiding missteps and maintaining focus.
3. Continuous Learning Drives Engagement and Future-Proofing Employees thrive when they are seen as individuals with long-term potential rather than mere resources. Leaders should actively support opportunities for learning and growth, such as reskilling programs or career development initiatives. Encouraging continuous learning not only improves job performance but also boosts employee loyalty.
4. Coaching Builds Commitment and Accountability The best coaches are great listeners. Rather than dictating solutions, they ask questions like, “What do you think would work here?” This approach empowers employees, increases their sense of ownership, and raises commitment. Following up on progress is equally important, as it builds accountability and shows that the leader genuinely cares about their development.
5. Purpose Transforms Jobs into Meaningful Work Connecting employees to the deeper purpose of their roles enhances engagement and retention. Leaders should craft compelling narratives that highlight the value their employees bring to the world. As illustrated in the janitor example, authentic and meaningful stories about the impact of a job can reshape how employees view their work, transforming routine tasks into acts of service and heroism.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Clint Pulver Video

World Economic Forum Study- Reskilling Revolution

The post Episode 151: 3 Ways to Help Employees Love Their Jobs first appeared on ZENGER FOLKMAN.

1. Generational Diversity in Leadership Offers Strategic Advantages
   • Baby Boomers, Generation X, and Millennials each bring distinct leadership strengths. By blending Boomers’ customer relationships, Gen X’s strategic risk-taking, and Millennials’ digital collaboration, organizations can create balanced, dynamic leadership teams.
2. Generational Strengths and Weaknesses Influence Leadership Styles
   • Baby Boomers excel in customer relationships but may resist innovation.
   • Gen X leaders are strategic but need to enhance collaboration.
   • Millennials excel in learning agility and diversity initiatives but may lack broader organizational perspective.
3. Cross-Generational Mentoring Enhances Leadership Synergy
   • Programs pairing Baby Boomers’ institutional knowledge with Millennials’ digital innovation and Gen X’s strategic perspective create opportunities for mutual learning and improved leadership cohesion.
4. Generational Gaps Require Tailored Development
   • Organizations should foster a continuous learning culture, addressing generational weaknesses such as Boomers’ agility, Gen X’s collaboration, and Millennials’ strategic perspective while amplifying strengths to stay competitive.
5. Embracing Generational Differences Builds Organizational Resilience
   • Companies that leverage generational diversity through inclusive leadership approaches and redefined notions of seniority can foster trust, innovation, and adaptability, creating a critical competitive edge in the modern business landscape.

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Bridging Generational Divides in the Workplace- HBR Article Generational Differences- Zenger Folkman Leadership Study

Webinar

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 150: The Unexpected Strengths of Each Generation of Leaders first appeared on ZENGER FOLKMAN.

The answer might surprise those who still cling to the “tough boss” stereotype. In our episode today we’re discussing how most effective leaders aren’t choosing between being empathetic or being driven—they’re mastering both.

1. Leaders Must Master Both Empathy and Drive Balancing empathy and drive is critical for leadership effectiveness. Only 15% of leaders are skilled at both, yet these leaders are in the 91st percentile for overall performance. Effective leadership requires both motivating teams to achieve results and connecting with people on a human level.
2. Eliminating Executive Double Standards Builds Trust Leaders who abide by the same rules as their teams build trust. For example, executives like Netflix’s CEO who take the same parental leave as employees show that fairness and empathy aren’t just gestures but core values.
3. Make Talent Development a Daily Habit High-impact leaders integrate employee development into their daily activities. This means seizing everyday coaching opportunities and prioritizing career growth in regular interactions. It’s not about scheduling occasional training but embedding growth into the culture.
4. Inspire Through a Compelling Vision Inspirational leaders paint a vision that excites and motivates people. Instead of commanding outcomes, they use “possibility thinking,” framing goals in a way that makes people eager to contribute and feel part of something greater.
5. Embrace Vulnerability Through Feedback True empathy in leadership includes seeking and acting on feedback. Leaders can foster trust by openly asking for input and demonstrating growth based on what they learn. For instance, one executive publicly shared feedback they received each month and the steps they took to improve, inspiring others to follow suit.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Empathy and Drive: A Powerful Combination– Article by Joe Folkman

The post Episode 149: Building Empathy and Drive at the Same Time first appeared on ZENGER FOLKMAN.

1. Leadership vs. Location in Engagement The primary takeaway from Zenger Folkman’s research is that who employees work for, rather than where they work, is the largest factor in employee engagement. Engagement scores varied drastically depending on managerial effectiveness, with highly effective managers seeing engagement in the 80th percentile compared to the 20th percentile under less effective managers.
2. Challenges of Remote Work on Collaboration and Knowledge Sharing Microsoft’s research highlighted that remote work reduces cross-group collaboration and real-time engagement, leading to increased siloing. Similarly, other studies showed that junior employees in remote settings face challenges with informal learning and mentoring, which impacts productivity.
3. Counter-Arguments: Remote Success Stories Not all organizations are impacted negatively by remote work. Companies like GitLab have successfully maintained innovation and culture while being fully remote, indicating that with the right systems, remote work can still drive high engagement.
4. Systematic Focus on Leadership Development The organization Zenger Folkman studied increased engagement by developing leadership effectiveness at every level. They implemented structured action plans, shared them for accountability, and regularly measured engagement outcomes. This approach emphasizes that simply having employees in the office does not drive engagement—leadership effectiveness does.
5. Return-to-Office Mandates: Addressing the Right Problem? Organizations implementing strict return-to-office policies may be seeking a straightforward solution to complex issues. However, the evidence suggests that enhancing leadership capabilities could be more impactful on engagement and innovation than mandating in-office work.
6. Key Questions for Leaders Considering RTO Policies Leaders should reflect on their objectives: What are they trying to achieve with RTO? If engagement and innovation are the goals, investing in leadership development might be more effective. Success metrics and accountability structures are crucial to gauge the impact of any policy changes.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 148: The Real Key to Employee Engagement—Leadership Over Location first appeared on ZENGER FOLKMAN.

We’ll unpack findings from a recent study that examines leaders’ preferences for quality or quantity and what the data tells us about leadership effectiveness. From industry trends to differences across roles, geographies, and even gender, we’ll explore how the most successful leaders navigate these dimensions and achieve both high performance and high standards. So, is it possible to scale up without sacrificing quality?

1. Leaders’ Preferences on Quality vs. Quantity: There is a 60/40 split among leaders, with 60% preferring quantity over quality. Interestingly, senior leaders tend to prioritize quantity even more than those at lower levels, with only 28% of top management focusing on quality.
2. Geographical and Gender Differences: European and Canadian leaders have a stronger preference for quantity compared to U.S. leaders, while Central/South American leaders are more quality-focused. Statistically, men slightly favor quantity more than women, although the difference is small (64% vs. 58%).
3. Functional Differences in Priorities: Sales, Marketing, Customer Service, and Operations are more quantity-oriented, while Safety, Facilities, Administrative, and Legal focus more on quality due to the financial and reputational risks associated with mistakes.
4. Effectiveness of Quantity vs. Quality Leaders: Leaders who prioritize quantity are perceived as more effective across levels because they balance both high quality and large-scale production. Quality-oriented leaders are generally seen as less effective, likely due to their tendency to slow down to avoid errors.
5. The False Trade-Off Between Quality and Quantity: Effective organizations, including senior leadership, increasingly recognize that quality and quantity are not opposing goals. They can coexist through improved processes like inspections and higher standards, allowing both high-quality output and large-scale production without sacrificing speed.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 146: Quality And Quantity Are Not Trade-offs—How Some Leaders Are Choosing Both first appeared on ZENGER FOLKMAN.

Coachability—The Leadership Superpower by Kevin Wilde

1. Coachability is a Lifelong Skill: Coachability, the ability to remain open to feedback, learning, and adapting, is vital at every stage of one’s career. Regardless of age, maintaining a curious and adaptable mindset helps individuals navigate challenges and seize opportunities effectively.
2. Career Stages Bring Unique Challenges: Each decade of a professional career—20s, 30s, 40s, and beyond—comes with its own set of challenges and growth opportunities. Coachability plays a critical role in helping individuals remain resilient, adaptable, and successful through these transitions.
3. Early Career Coachability Centers on Skill Development and Mentorship: In the 20s, coachability focuses on building foundational skills, seeking feedback, and leveraging mentorship to explore various career paths and grow professionally.
4. The Mid-Career Shift Requires Continued Learning and Adaptability: As professionals enter their 30s and 40s, there’s a tendency to become more resistant to feedback. However, remaining coachable during these years helps with leadership development, adaptability to change, and mentoring others, keeping individuals from becoming stagnant.
5. Legacy and Vision Become Key in Later Career Stages: In the 50s and beyond, coachability shifts towards visionary leadership, succession planning, and ensuring organizational success through mentoring younger generations. Lifelong learning remains crucial to staying relevant and engaged.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Art of Coachability Through the Decades– Article by Kevin Wilde

The post Episode 145: What You Should Know About Coachability Through Career Decades first appeared on ZENGER FOLKMAN.

1. Leadership Directly Impacts Employee Engagement and Customer Satisfaction: Effective leadership is the most significant factor influencing employee engagement. Higher levels of manager effectiveness correlate with greater employee engagement, which subsequently leads to improved customer satisfaction.
2. The Employee-Customer-Profit Chain: Studies, like the one at Sears, show that increased employee engagement directly influences customer satisfaction, which in turn increases profitability. For example, a 5-point increase in employee engagement at Sears led to a 1.3% rise in customer satisfaction and $250 million in annual revenue growth.
3. Hiring for Cultural Fit Enhances Customer Service: Companies like Zappos have demonstrated that hiring employees who align with the company culture and empowering them to make decisions can significantly improve customer service. The Zappos model shows that great customer service stems from employees who are committed to the brand and its values.
4. Leadership and Employee Retention are Linked: Employees are far more likely to leave an organization if they work for ineffective leaders. For instance, nearly half of employees working under the least effective leaders were considering leaving, compared to only 15% under the most effective leaders. Leadership development is essential not just for employee engagement but also for reducing turnover.
5. Givers vs. Takers: Employees who act like givers—sharing knowledge, assisting others, and creating a supportive culture—tend to work in more cohesive, efficient, and profitable environments. This behavior improves not only internal relationships but also customer satisfaction, as these employees help build positive and productive cultures.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Connecting The Manager, Employee, and Customer Satisfaction Chain– Forbes Article by Joe Folkman In the Company of Givers and Takers– HBR article by Adam Grant How Zappos Customer Service WOWs Customers to Win– Article by Sam Framton

The post Episode 144: Connecting The Manager, Employee, and Customer Satisfaction Chain first appeared on ZENGER FOLKMAN.

1. Adaptability is Key to Thriving in the Age of AI The ability to adapt is crucial for leaders and individual contributors. Data shows that those who are highly adaptable outperform others significantly, with adaptable individuals ranking much higher in terms of productivity and performance compared to their less adaptable counterparts. This aligns with Darwin’s insight about the importance of adaptability for survival.
2. Soft Skills Are Critical for Leadership in the AI Era Soft skills such as collaboration, relationship-building, communication, integrity, and the ability to inspire and develop others are more critical than ever. AI struggles with tasks that require emotional intelligence, making soft skills a vital area where humans must excel to complement AI.
3. The Importance of Investing in Both AI and Human Development Leaders must invest in both AI and human potential to thrive. AI alone cannot make someone a better leader; it must be paired with personal growth and soft skills development. Without investing in both, leadership will not reach its full potential.
4. Soft Skills Will Become Even More In-Demand Multiple studies, including from Deloitte, LinkedIn, and McKinsey, predict a growing demand for soft skills as automation increases. AI can handle technical tasks, but human emotional intelligence and interpersonal skills will become increasingly valuable, especially in leadership roles.
5. Developing Strength in Soft Skills is a Way to Prepare for the Future Leaders should focus on developing their soft skills as a way to prepare for the unpredictable changes AI will bring. Leaders should identify areas of weakness or opportunities for growth in soft skills and invest time and effort into strengthening them to remain competitive in a world shaped by AI.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Leadership and AI: Will You Barely Survive or Thrive?— Article by Joe Folkman and Jack Zenger As AI Makes More Decisions that Nature of Leadership Will Change—  Michael Wade, & Tomas Chamorro-Premuzic

The post Episode 143: Are You Surviving or Thriving With AI? first appeared on ZENGER FOLKMAN.

1. Trust and Conflict Resolution are Interconnected: Leaders who excel in both trust-building and conflict resolution have significantly higher effectiveness, with effectiveness scores rising from the 17th percentile to the 77th percentile for those who master both skills. This demonstrates the critical role these behaviors play in leadership success.
2. Active Leadership in Conflict Resolution is Essential: Leaders who avoid intervening in conflicts risk damaging employee engagement and productivity. Many conflicts require a third party to mediate and assist, as employees may not always have the skills or motivation to resolve conflicts themselves.
3. High Trust and Conflict Resolution Improve Engagement: Leaders who are trusted and adept at resolving conflicts foster higher levels of employee engagement. Teams led by such leaders demonstrate greater engagement and commitment, resulting in better overall performance.
4. Four Key Behaviors Enhance Conflict Resolution: The four essential behaviors identified are: staying in touch with team issues, encouraging cooperation, balancing concern for others with achieving results, and adapting to both the people and the situation. Mastering these behaviors helps leaders navigate conflicts more effectively while maintaining trust.
5. Effective Leaders View Trust and Conflict Resolution as Core Skills: Trust-building and conflict resolution are not optional skills for leaders but essential components of their leadership strategy. Leaders who embrace these skills create a work environment where employees feel valued, heard, and motivated to perform their best.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Resolving Conflicts in the Workplace: Key Behaviors for Leaders— Article by Joe Folkman and Jack Zenger

The post Episode 142: Trust and Resolving Conflict in the Workplace—Key Behaviors for Leaders first appeared on ZENGER FOLKMAN.

Harvard Business Review Article- Don’t Let Micro-Stresses Burn You Out, by Rob Cross, Jean Singer, and Karen Dillon

Guest Bio KAREN DILLON is the former editor of the Harvard Business Review and co-author of the New York Times bestseller How Will You Measure Your Life? She is a graduate of Cornell University and Northwestern University’s Medill School of Journalism. In 2011 she was named by Ashoka as one of the world’s most influential and inspiring women.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 76: Identifying and Managing Micro-stressors first appeared on ZENGER FOLKMAN.

1. Improvement is Possible: A significant number of leaders can recover from being perceived as fundamentally flawed in honesty and integrity, with 21% making meaningful improvements.
2. Key Behaviors for Change: Following through on commitments, seeking advice for better decision-making, and fostering cooperation over competition are critical for regaining trust.
3. Continuous Improvement: Leaders who demonstrate an ongoing commitment to self-improvement and learning are more likely to rebuild their integrity and trustworthiness.
4. Effective Communication: Regular, clear communication is essential for maintaining trust and preventing misunderstandings, which can damage a leader’s reputation.
5. Feedback and Adaptation: Consistently asking for feedback and making efforts to improve based on that feedback are hallmarks of leaders who successfully restore their integrity and effectiveness.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Can Honest Leaders Rebuild Integrity? Insight from a Study of 6,025 Leaders— Article by Joe Folkman and Jack Zenger

The post Episode 141: Can Honest Leaders Rebuild Integrity? first appeared on ZENGER FOLKMAN.

Key Ingredients of Leadership Development

• Tangible Outcomes: Leadership development should lead to observable, positive behaviors across the organization.
• Simplicity: Simple solutions are often more effective. Jack compares this to the NY Times’ popular three-ingredient artisan bread recipe.

The Three Ingredients of Effective Leadership Development

• Learning Methodology: Must be capable of changing behavior. Options include 360-degree feedback, simulations, action learning projects, mentoring/coaching, deliberate rotational assignments, and participation in task forces/SWAT teams.
• Significant Participation: Engaging a substantial portion of the leadership team ensures widespread improvement and a contagious effect of positive behavior.
• Sustained Implementation: Long-term commitment is crucial. Success stories from a large insurance firm and a prestigious Ivy League university highlight the transformative impact of sustained leadership development over multiple years.

Case Studies

• Large Insurance Firm: Over nine years, participants’ leadership effectiveness scores improved significantly, indicating the pervasive, contagious effect of developed leaders.
• Ivy League University: Over sixteen years, consistent improvement in leadership effectiveness scores was observed, showcasing the long-term benefits of a sustained development plan.

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 140: The Three Key Ingredients for Sustainable Leadership Excellence first appeared on ZENGER FOLKMAN.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Skills Leaders Need at Every Level– Harvard Business Review Article by Jack Zenger & Joe Folkman

The post Episode 67: The Skills Leaders Need at Every Level first appeared on ZENGER FOLKMAN.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

9 Habits That Lead to Terrible Decisions– Harvard Business Review Article by Jack Zenger and Joe Folkman

The post Episode 51: 9 Habits That Lead to Terrible Decisions first appeared on ZENGER FOLKMAN.

The best assessments offer participants powerful insights into how others perceive their leadership strengths and weaknesses. These become a solid impetus for personal change. Organizations that offer multi-rater feedback at the start of their leadership development programs benefit from participants who are much more receptive and engaged in their learning opportunities.  Given so many choices, how can organizations determine what qualifies as a highly effective instrument? In this podcast, we are exploring six components that differentiate the best 360 degree assessments.

8-minute Strengths Self Assessments

Register for HOW EFFECTIVE IS YOUR 360? 12 Key Components for Maximum Impact

1. Empirical Competency Selection: Effective 360-degree assessments should be based on statistically validated competencies rather than subjective opinions. Empirical data ensures that the assessed behaviors truly differentiate high performers from others.
2. Importance of Validated Questions: High-quality 360-degree assessments use carefully crafted and validated questions that provide meaningful and actionable feedback. This approach minimizes wasted time and ensures the assessment process is efficient and effective.
3. Minimizing False-Positives: Using a “Strength” scale rather than a generic agree-disagree scale helps to reduce false-positive results, providing more accurate and useful feedback for participants.
4. Clarity and Simplicity: The feedback from a 360-degree assessment should be easily understood by all participants, without the need for specialized knowledge. Clear language and concise reports enhance the usability and impact of the feedback.
5. Linking Leadership to Employee Engagement: Effective 360-degree assessments include measures of employee engagement and satisfaction, highlighting the significant impact of leadership behaviors on team commitment and overall organizational health.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

12 Components of a Best in Class 360 Assessments— Article by Joe Folkman and Jack Zenger

The post Episode 139: 6 Components that Differentiate the Best 360-Degree Assessments first appeared on ZENGER FOLKMAN.

1. Responsibility Drives Promotion:
   • Demonstrated responsible behavior is a crucial factor in promotions, often more than skills or experience.
2. Responsibility vs. Accountability:
   • Responsibility is a proactive mindset to ensure tasks are completed, while accountability is about being answerable for outcomes.
3. Responsibility in Leadership:
   • Effective leaders take charge, focus on results, protect their teams, communicate needs, and ensure smooth inter-departmental collaboration.
4. Attitude of Responsibility:
   • Responsible leaders prioritize organizational goals over personal ones, manage resources carefully, and develop future leaders without expecting immediate rewards.
5. Earning Authority:
   • Authority is earned through responsible behavior, enhancing a leader’s influence and growth.

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Taking Responsibility Is The Highest Mark Of Great Leaders— Article by Jack Zenger

The post Episode 138: Taking Responsibility Is The Highest Mark Of Great Leaders first appeared on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Building Trust: The Balance of Information and Involvement– Article by Joe Folkman

The post Episode 137: Building Trust—The Balance of Information and Involvement first appeared on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

6 Fatal Flaws That Kill a Leader’s Effectiveness– ARTICLE

Developing Strengths or Weaknesses– WHITEPAPER  Compelling evidence supports the idea that leaders who focus on their strengths have greater success in their development plans. Thought leader Jack Zenger illustrates why building strengths is the key to a strong development plan.

Stand out as a Leader– VIDEO Thought leader Joe Folkman describes how leaders naturally drive for results.

The post Episode 31: 6 Fatal Flaws That Kill a Leader’s Effectiveness first appeared on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

How to Maximize Virtual Interactions Music: Pleasant Pictures

The post Episode 26: 5 Ways to Maximize Brief Interactions first appeared on ZENGER FOLKMAN.

1. Coachability as a Driver of Success: Coachable leaders exhibit a distinct mindset characterized by openness to feedback and a proactive approach in seeking and incorporating suggestions from others. This trait not only fosters personal growth but also significantly impacts leadership effectiveness.
2. Lessons from Dyson’s Iterative Process: The relentless pursuit of improvement, exemplified by James Dyson’s countless prototypes, underscores the importance of incorporating feedback into the creative process. Dyson’s success demonstrates the value of accepting feedback and refining ideas based on others’ input.
3. Catalytic Effects of Coachability: The podcast delves into the concept of coachability as a catalyst for positive change across various leadership dimensions. Through data analysis, it highlights a direct correlation between a leader’s coachability and their overall effectiveness as perceived by direct reports.
4. Attributes of Coachable Leaders: Coachable leaders are perceived as strong advocates for change, continuously striving for improvement, and adaptable to evolving needs and situations. They foster an environment conducive to innovation and encourage collaboration and inclusivity within their teams.
5. Business Results and Development Focus: Coachable leaders are not only focused on achieving positive business outcomes but also demonstrate a genuine concern for the development of themselves and others. They serve as role models, inspire high performance, and capitalize on diverse perspectives to foster cooperation and inclusiveness within their teams.

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

What are the Benefits of Coachability?— Article by Jack Zenger and Joe Folkman

The post Episode 136: The Coachability Advantage—Transforming Leaders into Catalysts for Change first appeared on ZENGER FOLKMAN.

Discover more of our research on hybrid leadership practices in our 2024 Leadership Report.

1. Feedback is More Effective When Requested: The traditional assumption that feedback should primarily come from a manager is less effective than when feedback is solicited by the individual themselves. This shift encourages a proactive approach, making the feedback more welcome and reducing defensiveness.
2. Younger Employees and Feedback: Younger employees, such as those from Gen Z, show a greater effectiveness in soliciting feedback, which correlates with their desire for regular and timely insights into their performance. This approach helps them adjust quickly and integrate better into workplace cultures.
3. Defensive Reactions and the Importance of Asking: People who ask for feedback tend to react less defensively when receiving it. This response is due to the removal of the surprise factor and the psychological readiness to engage with the feedback, preventing what is known as an “amygdala hijack”—an emotional response that can block constructive dialogue.
4. Asking for Feedback Enhances Giving Feedback: Individuals who regularly ask for feedback are also better at giving it. This practice not only improves their feedback skills but also makes them more likely to provide positive and constructive feedback to others, enhancing overall workplace morale and effectiveness.
5. Long-Term Benefits of Seeking Feedback: Continually asking for feedback throughout one’s career contributes to higher overall ratings of leadership effectiveness. This habit fosters personal growth, improves interpersonal skills, and increases the ability to inspire and motivate others effectively.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Exploring a New Perspective: Flipping Feedback Upside Down– Article by Joe Folkman

The post Episode 135: Flipping Feedback Upside Down first appeared on ZENGER FOLKMAN.

Register for Webinar— External and Customer-Focused Leaders.

• Customer expectations go up every year, and the challenge of getting and satisfying customers is a primary focus in most organizations.
• We had 360 data on 81 managers who were linked to customer satisfaction ratings. These were the behaviors that made the biggest difference.
• Inspire and Motivate– If managers want employees to care about their customers, they need to help them understand how their job provides meaning and purpose to the organization.

• Collaboration and Cooperation. What customers want is an organization where people work well together and cooperate. Organizations with internal conflicts and disagreements often frustrate customers and create difficulties.

• Quickly Delivering Results- While customers want to be inspired, they also want results quickly delivered. Speed is critical here.
• Clear Vision and Direction- Leaders with a clear vision and strategy are always better at delivering a quality product on time.
• Honesty and Integrity- Customers know quickly if they are dealing with a salesperson who will carefully honor their commitments or someone who is likely to promise one thing but fail to deliver.
• Takes Initiative- Leaders who are excited to take on challenging goals and delivery deadlines are valued by customers.
• Having a good product delivered with excellent leadership support will take a good product and make it remarkable.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

How Leaders Influence the Customer Experience— Article by Joe Folkman

The post Episode 108: How Leaders Focus Externally to Improve the Customer Experience first appeared on ZENGER FOLKMAN.

If I trust you, are you more likely to trust another person? And, if I distrust another person are they more likely to distrust me? Trust is unfortunately a contagious emotion that can spread for good or bad. In this episode, we are discussing the effects of trust within the teams in your organization and what can be done to establish a firm foundation.

Order your copy of The Trifecta of Trust: The Proven Formula for Building and Restoring Trust.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 79: Team Trust—Establishment and Maintenance first appeared on ZENGER FOLKMAN.

1. The Essence of Humility in Leadership: Humility in leadership is not about modesty or underselling oneself. It is an honest self-awareness that involves acknowledging both strengths and weaknesses. This trait allows leaders to set realistic goals and continuously seek improvement. Understanding and embracing humility can significantly enhance a leader’s effectiveness by fostering a culture of trust, openness, and mutual respect within the organization.
2. The “Humbitious” Leader: Leaders who combine high ambition with low ego, termed as “humbitious,” tend to outperform their high-ego counterparts. This blend of humility and ambition drives them to achieve great results without overshadowing their team’s contributions. Their leadership style promotes a positive work environment, encourages collaboration, and leads to sustainable success.
3. Impact on Team Dynamics: Humble leaders create a safe space for feedback and collaboration, which is crucial for building strong, cohesive teams. By valuing each team member’s input and fostering an inclusive environment, these leaders enhance engagement and motivation, leading to improved team performance and innovation.
4. Navigating the Narcissistic Fallacy: While some leaders may believe that narcissism or arrogance can be beneficial, the research suggests that this is a short-term strategy at best. Sustainable success and leadership effectiveness are more closely associated with the ability to build and maintain trusting relationships, rather than relying on an inflated sense of self.
5. Cultivating Effective Leadership through Humility: The journey towards becoming a more humble leader involves actively seeking feedback, recognizing one’s limitations, and demonstrating a genuine commitment to team development. Leaders who practice humility not only achieve higher levels of effectiveness but also contribute to a more inclusive and supportive organizational culture.

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Why Humility is Important— Article by Jack Zenger

The post Episode 134: Humble Leadership and the 7 Signs of Arrogance first appeared on ZENGER FOLKMAN.

On nearly every survey that asks senior executives about the bench strength of their leaders, they report that their organizations fall woefully short. When asked to assess their current leadership development efforts and whether they’ll prepare future leaders, these execs seldom give affirmative answers. In this podcast episode, we’re looking into better ways to grow leaders in your organization.

• While there’s nothing wrong with having an effective high-potential development program, the assumption that all an organization needs to be successful are a few good leaders at the top is problematic.
• Research: The better the leader, the higher the percentage of employees willing to give extra effort, regardless of their level in the organization.
• an empirically created 360-degree assessment is the most accurate predictor of a leader’s effectiveness.
• one of the most significant drivers of employee satisfaction and engagement is the opportunity for development.
• High-potential leaders are thought to be in the top 5 percent of the potential leader pool. It’s clear that organizations need to refine their selection processes when choosing leaders for these programs. 

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

You’re Growing Your Organization All Wrong– Article in Talent Quarterly

The post Episode 85: Why We’re Growing Organizations All Wrong first appeared on ZENGER FOLKMAN.

Learn more about The Extraordinary Coach.

Check out Kathleen’s other interview, Episide 30: FUEL- A Proven Framework for Coaching.

1. Understand the Impact of the Pandemic on Leadership Coaching: Gain insights into how the pandemic has significantly influenced leadership coaching practices, leading to shifts in methodologies and approaches to accommodate remote and hybrid work environments.
2. Explore the Role of Emotional Intelligence and Resilience in Leadership: Learn about the increasing importance of emotional intelligence and resilience in the workplace, and how these qualities are being integrated into leadership coaching to support managers and executives.
3. Recognize the Importance of Authenticity in Leadership: Discover why authenticity is becoming a key focus in leadership development, and how being genuine and transparent can enhance trust and relationships in a professional setting.
4. Examine the Evolution of Coaching Techniques in the Digital Age: Delve into how coaching practices have adapted to virtual formats, including the utilization of technology and AI, while emphasizing the irreplaceable value of human connection in the coaching process.
5. Identify Strategies for Building Trust and Psychological Safety: Learn effective techniques for building trust and creating a psychologically safe environment in coaching relationships, crucial for fostering open and productive dialogues between coaches and coachees.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

ResearchThe Extraordinary Coach by Kathleen Stinnett and Jack Zenger 

The post Episode 133: Connecting Through Coaching—Authenticity, AI, and Transformation first appeared on ZENGER FOLKMAN.

Discover more of our research on hybrid leadership practices in our 2024 Leadership Report.

1. Hybrid Workforces Require Adaptive Leadership: The transition to hybrid work models has highlighted the need for leaders to adapt their management styles to suit both in-office and remote environments. Effective leadership in these settings demands a nuanced understanding of how to leverage the distinct advantages of each work scenario to foster a cohesive and productive team dynamic.
2. Importance of Connection and Engagement: Despite the convenience of remote work, the sense of belonging and connection to the organization plays a crucial role in employee satisfaction and loyalty. Malcolm Gladwell’s critique of remote work underscores the potential risk of detachment from the company culture, emphasizing the need for strategies that reinforce team unity and a sense of purpose beyond just earning a paycheck.
3. Phenomenon of “Coffee Badging”: The trend of “coffee badging” illustrates a resistance among some employees to fully return to office-based work, preferring the flexibility and efficiency of remote work. This behavior signals a broader challenge for organizations to balance the desire for in-person interaction with the autonomy and productivity gains of working from home.
4. Leadership Effectiveness in Different Settings: Research comparing the effectiveness of leaders in remote versus in-office settings reveals that office-based managers are perceived as having greater courage to implement change and better marketing skills. However, remote managers excel in fostering discretionary effort among their teams, highlighting the varied strengths that can be optimized in a hybrid model.
5. Strategic Advantages of Hybrid Work Models: The hybrid work model emerges as a compelling solution that combines the best of both worlds. It allows for the strategic advantages of face-to-face interactions in the office, such as facilitating change and building strong interpersonal relationships, while also embracing the autonomy and enhanced productivity of remote work. The challenge for organizations lies in creating a hybrid model that supports both collaboration and independence, leveraging the unique benefits of each to achieve organizational goals and employee satisfaction.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Maximizing Productivity in Hybrid Work: Strategies for Managers – Article by Joe Folkman

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Joining us today is Sylvia Ann Hewlett, an esteemed economist, the CEO of Hewlett Consulting Partners, and an acclaimed author.

In today’s episode, we will delve into the attributes that are becoming essential in defining executive presence in the current era. Our discussion aims to dissect the evolving dynamics of leadership and the qualities that contribute to effective and inclusive executive presence.

Check out Zenger Folkman’s Mastering Confidence Course for more ideas on developing your executive presence. 

Article: The New Rules of Executive Presence

Book: Executive Presence 2.0

Guest BioSylvia Ann Hewlett is an author, an economist and an entrepreneur.  She is CEO of Hewlett Consulting Partners and founder of the Center for Talent Innovation, a think tank where she built a Task Force of 90 global companies focused on Leadership in an Age of Inclusion. Dr. Hewlett’s high-profile books quantify the “value of difference,” and provide vivid word portraits of highly qualified women, people of color and LGBTQ employees attempting to gain traction in their careers. Organizations as different as Cisco (’19), Goldman Sachs (’20), DraftKings (’21), Cartier (’21) and the State Department (’21) find her presentations, which blend hard data with in-depth storytelling and concrete solutions, immensely helpful in their urgent efforts to create more inclusive leadership cultures.

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The post Episode 131: Executive Presence Has New Rules first appeared on ZENGER FOLKMAN.

Register for Zenger Folkman’s upcoming webinar, ARE YOU REALLY LISTENING? A Guide to Tuning In and Asking The Right Questions.

• Leadership occurs through the communication process, and the most important part of communication is not the “half-time locker room speech.” It is the daily one-on-one interaction with colleagues.

• The most valued questions are those that follow-up a comment the other person makes and confirms our genuine interest in learning more about what they had said. Nothing says “I care” more than the follow-up question that enables you to dig deeper and more broadly into a subject.

• The key to asking good questions is to focus on what’s really important.  It moves the discussion to the “heart of the matter,” sometimes to the “elephant in the room,” or to “what’s the REAL question.”
• Good questions virtually never call for a “yes” or “no” answer.  They are expansive and open-ended.
• A part of asking good questions is creating a foundation that can only come from confirming your mutual understanding of an issue.
• Part of asking good questions requires what some have described as the “gift exchange”—it is my sharing my ideas and reactions.

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Power of Listening and Asking Questions- Article by Jack Zenger

The post Episode 104: The Lost Art of Asking Good Questions first appeared on ZENGER FOLKMAN.

Download our eBook, The Extraordinary Coach.

• The least effective coaches had direct reports with engagement at the 23rd percentile, while the most effective coaches’ direct reports were at the 73rd percentile.

• Ultimately, the time spent was not that different between the best and the worst coaches. Rather it was the feeling these highly effective coaches created. The most effective coaches made their direct reports feel that they were more important than getting the interaction done quickly

• Our research validates that the most helpful feedback is more positive and reinforcing than negative and corrective. Highly effective coaches focus on the positive!

• The best coaches create an environment where direct reports want to do something extraordinary and make a real difference. They create energy and excitement.

• People often believe that having a higher position gives them the right to behave differently than they require or expect others to behave. The best coaches are role models and know how to walk their talk.

• Accomplishing hard things makes people feel more valued and reinforces the fact that they are competent and capable.
• Effective coaches did an excellent job of balancing business results with how it impacts the personal welfare of colleagues

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

7 Ordinary Habits of Super Effective Coaches– Article by Joe Folkman

The post Episode 99: Ordinary Habits of Highly Effective Coaches first appeared on ZENGER FOLKMAN.

1. Adaptability is Essential: In the rapidly changing world driven by technology, globalization, and social movements, adaptability is no longer just a valuable skill; it has become an essential one for both personal and professional success. Traditional leadership approaches are no longer sufficient in this context.
2. Adaptability Drives Leadership Effectiveness: Research showed that leaders who excel in adaptability rank significantly higher in overall leadership effectiveness compared to those with low adaptability. Leaders who adapt well can lead their teams more effectively in dynamic environments.
3. Adaptability and Employee Engagement: There is a direct correlation between a leader’s adaptability and the level of engagement of their direct reports. Leaders who are adaptable tend to have more engaged and high-performing teams.
4. Behavioral Aspects of Adaptability: The podcast discusses six key behaviors that contribute to adaptability:
   • Inspiring others
   • Embracing diversity
   • Balancing results with team well-being
   • Promoting collaboration and breaking down silos
   • Seeking feedback and continuous improvement
   • Trusting and empowering the team without micromanagement
5. Adaptability as a Mindset: The interview highlights the importance of viewing technological advancements and changes as opportunities for growth rather than threats. Leaders who embrace new innovations and technologies with a positive mindset are more likely to thrive in a changing world.

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Xerox Park- Steve Jobs Story

Adaptive Leader Strategies:6 Ways to Thrive in an Era of Change-

The post Episode 130: Thriving in Transition—The Keys to Adaptive Leadership first appeared on ZENGER FOLKMAN.

1. Proactive Leadership Development: Successful leaders embrace a proactive approach to continuous learning and development, just like professionals in law, medicine, and accounting. Waiting for passive sources won’t cut it in today’s dynamic landscape.
2. Leadership Expectations and Age: Contrary to the expectation of linear career progression leading to increased effectiveness, research shows a gradual decline in leadership effectiveness as individuals age. This challenges conventional wisdom and emphasizes the need for a structured approach to leadership development.
3. Strategic Leadership Planning: Effective leadership development begins with a structured plan aligned with organizational goals. Engaging in conversations with key stakeholders and identifying areas for improvement lay the foundation for a successful leadership journey.
4.  Some of the Top Leadership Competencies for 2024:
   • Solving Problems and Analyzing Issues: Addressing challenges and opportunities with speed and effectiveness.
   • Driving for Results: Consistently meeting and exceeding goals to contribute to organizational success.
   • Collaboration and Teamwork: Shifting from an individualistic mindset to promote teamwork and resolve conflicts.
   • Inspiring and Motivating Others: Creating a sense of purpose and engagement to drive high performance.
   • Building Positive Relationships: Recognizing the importance of positive relationships as the foundation of organizational success.
5. Effective Communication Strategies: Leaders must reassess communication channels, consider synchronous communication needs, and implement blackout periods to enhance team well-being and productivity.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Understanding Good Leadership in 2024– LinkedIn Article by Joe Folkman20 Questions to Ask when Your Team’s Vibe is Off– Harvard Business ReviewThe Value of Values with Walmart CEO— A Bit of Optimism Podcast

The post Episode 129: Why Leadership Should Be Treated Like a Profession first appeared on ZENGER FOLKMAN.

In our ever-evolving world, where individual pursuits often overshadow the essence of community, we reflect on our roles as HR professionals and coaches. Our mission extends beyond individual professional growth; it’s also about fostering the bonds that unite us – with family, colleagues, neighbors, and friends.

From all of us at Zenger Folkman, we wish you a holiday season brimming with joy, love, and deeper connections.

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Download Zenger Folkman’s eBook, Trust: The Proven Formula.

The Trifecta of Trust— Kindle VersionThe Trifecta of Trust— Audiobook Version

1. The Importance of Relationships in Building Trust: The podcast emphasizes that in the workplace, the quality of relationships is a crucial pillar of trust. It’s noted that even if a leader is consistent and shows good judgment, if the relationships are weak, trust significantly decreases. This highlights the need to focus on nurturing strong, positive relationships within professional settings.
2. Coaching and Developing Others: A key behavior for building trust is to invest in the growth and development of others. This involves mentoring and coaching, demonstrating belief in their potential, and committing to their success. The podcast cites the example of the mentorship between Andy Grove and Steve Jobs to illustrate the impact of such relationships.
3. Inspiration as a Trust-Building Tool: Inspiring others is more than just motivational speeches; it’s about genuinely engaging and empowering team members. The podcast suggests that when leaders inspire their teams, it leads to higher engagement and performance, as people feel valued and respected.
4. Promoting Cooperation Over Competition: Effective leaders build trust by fostering a team environment that values cooperation. This includes recognizing the contributions of others, sharing knowledge, and supporting team members. The focus is on collective success rather than individual achievements.
5. The Power of Seeking and Acting on Feedback: The podcast discusses the importance of being open to feedback for building trust. It suggests that leaders should regularly seek feedback to understand how much they are trusted and to identify areas for improvement. This openness to feedback demonstrates a commitment to personal growth and trust-building.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Trifecta of Trust—Book by Joe Folkman

The post Episode 128: The Pinnacle Pillar of Trust—Building Relationships first appeared on ZENGER FOLKMAN.

Download Zenger Folkman’s eBook, Trust: The Proven Formula.

The Trifecta of Trust— Kindle VersionThe Trifecta of Trust— Audiobook Version

1. The Importance of Consistency in Leadership:
   • Consistency aligns words, actions, and decisions over time, establishing a reliable pattern of behavior.
   • It provides stability and predictability, helping individuals understand and anticipate a leader’s intentions.
   • Consistent adherence to values and principles showcases integrity and authenticity, vital for trust-building.
   • It fosters fairness and equity, ensuring everyone is held to the same standards.
2. Managing Commitments:
   • Prioritize commitments to deliver effectively without overpromising.
   • Strategies include tracking commitments, creating detailed plans, and taking personal responsibility.
   • Transparency in sharing commitments highlights the value of one’s work.
3. Insisting on High Standards:
   • High standards lead to a consistent level of excellence.
   • Example: Lee Kuan Yew’s leadership in Singapore, emphasizing education, discipline, and hard work.
   • The goal is to establish high, achievable standards that lift everyone towards better performance.
4. Continuously Improve:
   • Embrace continual change and improvement in today’s fast-evolving work environment.
   • Implement the PDCA cycle (Plan, Do, Check, Act) for personal and professional development.
   • Strive to exceed past achievements in quality and quantity.
5. Trust and Reputation:
   • Consistency is key to building and maintaining a solid reputation.
   • Inconsistencies can quickly undermine years of trust-building.
   • Regular evaluation of one’s level of consistency is essential for continuous trust development.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Trifecta of Trust—Book by Joe Folkman

The post Episode 127: The Constant Pillar of Trust— Consistency first appeared on ZENGER FOLKMAN.

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Why the Most Productive People Don’t Always Make the Best Managers– Article by Jack Zenger and Joe Folkman

7 Traits of Super-Productive People-Article by Jack Zenger and Joe Folkman

Developing Strengths or Weaknesses– WHITEPAPER  Compelling evidence supports the idea that leaders who focus on their strengths have greater success in their development plans. Thought leader Jack Zenger illustrates why building strengths is the key to a strong development plan.

The post Episode 36: Why the Most Productive People Don’t Always Make the Best Managers first appeared on ZENGER FOLKMAN.

The Trifecta of Trust— Kindle VersionThe Trifecta of Trust— Audiobook Version

Here are some key learnings from the podcast:

1. The Significance of Expertise in Trust: Joe Folkman emphasizes that among various leadership competencies, expertise stands out as a crucial pillar of trust. His research, first published in the Harvard Business Review, underlines the unexpected yet significant role of expertise in building trust.
2. The Importance of Judgement and Experience: A historical example is given, where Stanislav Petrov’s judgement and experience prevented a potential nuclear disaster. This story illustrates how expertise, coupled with good judgement, is essential for trust, especially in high-stakes situations.
3. Expertise Beyond Personal Knowledge: Folkman notes that it’s not necessary to know everything. Instead, a willingness to showcase and rely on the expertise of others is just as important. This approach helps in building trust even if an individual’s own expertise is limited.

Four Key Behaviors to Enhance Trust through Expertise:

1. Being a Role Model: Demonstrating reliability and fostering a culture of trust and knowledge sharing. Example: Satya Nadella’s transformation of Microsoft’s culture.
2. Anticipating Problems: The ability to foresee and plan for potential issues. Example: DoorDash’s strategy to focus on gamers for market retention.
3. Connecting Work to a Vision: Understanding how tasks fit into the larger organizational goals. Example: KitKat’s tailored strategy for the Japanese market.
4. Keeping Others Informed: Ensuring transparent and regular communication to build a collaborative and trusting team dynamic. Example: Buffer’s radical transparency approach.

Trust in Experts: Folkman concludes by reiterating the natural human tendency to trust experts, especially in complex situations. The integration of the four behaviors mentioned above not only enhances individual expertise but also contributes to a more trusting and effective work environment.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Trifecta of Trust—Book by Joe FolkmanBuffer Transparency Case StudyKit Kat In JapanDoorDash’s Secret Ingredient for Growth: Hungry Videogame Players

The post Episode 126: The Hidden Pillar of Trust—Expertise first appeared on ZENGER FOLKMAN.

• In a group of 3,458 managers for those direct reports in the bottom 10% on involvement, engagement was at the 26thpercentile. With high levels of involvement (e., Top 10%), engagement was at the 82nd percentile.
• Direct reports of top managers rated their involvement at the 57th percentile, while middle managers’ direct reports rating was significantly lower at the 48th percentile. The involvement level of supervisors was higher at the 54thpercentile.
• By analyzing Zenger Folkman’s data on teams with high involvement, we found seven leadership behaviors where the high involvement leaders were rated significantly better than teams with low involvement.
• Few things make direct reports feel more unimportant or uninvolved than having a leader put results in front of temporary personal problems.
• There is always a better way to get work done and accomplish difficult goals. In our research on innovation, we have found that often the people with the most innovative ideas are those closest to the work that is being done.”
• If you have a team where some of the team members feel like they are passive observers or worse, they feel like outsiders, increasing the involvement of team members can have a dramatic positive impact on your team and your results.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Are You on the Inside? Improving Your Involvement at Work– LinkedIn Article by Joe Folkman

The post Episode 87: 7 Leadership Behaviors That Improve Involvement first appeared on ZENGER FOLKMAN.

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Download a free copy of The Extraordinary Leader eBook.

Here are some key learnings from the podcast:

1. Evolving Remote Work Policies: After initially embracing remote work, many companies, especially big tech like Google, Meta, Amazon, and even Zoom, are urging employees to return to the office, with varying approaches from incentives to penalties.
2. Remote vs. In-Office Leadership Effectiveness: 2022 and 2023 research shows no significant difference in leadership effectiveness or employee engagement levels when comparing those managing remote workers to those in an office setting.
3. Mindset and Work Environment Correlation: Employees in the office have more confidence in their organization’s ability to achieve strategic goals, while remote workers show higher discretionary effort.
4. Differences in Competencies Based on Work Location:
   • In-office leaders: Better at valuing diversity and inclusion, and cultivating relationships, benefiting from face-to-face interactions.
   • Remote leaders: Excel in strategic perspective, customer focus, driving for results, taking risks, making decisions, and establishing stretch goals, showcasing a task-oriented leadership style.
5. Challenges and Solutions in Remote Work: Virtual team-building efforts are essential for remote teams to maintain cross-team interactions and bonds.
6. Employee Engagement: The effectiveness of the leader is crucial for employee engagement, with physical presence playing a significant role. The data shows a slight engagement advantage for in-office workers, particularly among the most effective leaders.
7. The Case for Hybrid Work: While remote work has its benefits, the hybrid model is gaining traction as a balanced approach, offering flexibility and combining the strengths of both in-person and remote settings.
8. Continuing Debate and Adaptation: Organizations and employees continue to adapt and debate the ideal work setting, but data suggests a hybrid approach may provide a compromise that maximizes productivity and satisfaction.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Remote Work vs. In office: The Ongoing productivity Paradox— Article by Joe Folkman and Jack Zenger

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1. Importance of Championing Change: – Data from over 100,000 leaders worldwide shows a direct correlation between a leader’s ability to champion change and their overall leadership effectiveness. – Leaders competent in championing change had direct reports who were more confident in the organization achieving its strategic goals.

2. Promotability and Championing Change: – Leaders with a strong ability to champion change have higher potential for promotion and are perceived more effective in their roles.

3. Challenges and Resistance to Change: – While change is inevitable and can lead to growth, it’s not always welcomed or understood by all stakeholders, as seen in the case of Facebook’s rebranding to META.

4. Five Strength Building Behaviors for Championing Change: – Innovation: Change should be accompanied by innovation to make it acceptable and productive. – Acting Quickly: Leaders who act quickly are twice as effective at implementing change. – Strategic Perspective: Provides a roadmap for where the organization is headed. – External Perspective: Leaders need to be in tune with external changes and competitor actions. – Inspires and Motivates Others: Alongside pushing for change, successful leaders pull others along by inspiring and motivating them.

5. Strategies for Improving Change Management Skills: – Focus on elevating all five behaviors or concentrate on a select few to reach a high percentile of competence. – Most leaders aren’t born with the ability to lead change but can develop this skill through experience and practice.

These insights emphasize the critical importance of championing change in today’s ever-evolving business landscape and offer actionable strategies for leaders to harness this skill effectively.

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5 Required Skills for Leading Change—  Jack Zenger & Joe FolkmanFacebook Meta Rebranding— New York TimesTop 20 Business Transformations of the Last Decade— Harvard Business Review

The post Episode 124: How Modern Leaders Champion Change first appeared on ZENGER FOLKMAN.

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Download a free copy of The Extraordinary Leader eBook.

1. The Tent Model of Leadership: Effective leadership isn’t about excelling in just one skill. Think of leadership as a tent, with a center pole and four corner poles holding up an expanse of canvas. The space inside symbolizes the leader’s effectiveness.

2. Character as the Center Pole: The core of all effective leadership is character, encompassing traits like honesty, integrity, and trustworthiness. Great organizations can be decimated by just a few key individuals lacking these traits.

3. Specialization vs. Generalism: While it’s crucial to specialize and hone in on strengths, leaders must also be generalists. They need a diverse set of skills and knowledge to adapt in a dynamic world.

4. The Four Corner Poles: – Personal Capabilities: This includes technical acumen, problem-solving, innovation, and learning agility. – Focus on Results: Leaders need to be results-driven, take initiative, make decisions amidst ambiguity, and be willing to take risks. – Interpersonal Skills: Command and control leadership styles are outdated. Modern leadership requires effective communication, motivation, relationship-building, and collaboration. – Leading Change: In a constantly changing world, leaders must be champions for change, have a strategic perspective, and maintain a customer-focused mindset.

5. Powerful Combinations Drive Results: Zenger Folkman’s study revealed that leaders who excelled in both “Focus on Results” and “Interpersonal Skills” had an 82% probability of being perceived as top-tier leaders. It showcases the significance of mastering multiple competencies.

6. Expanding Leadership Skills: Extraordinary leaders don’t solely focus on one thing. Success comes from expanding skills across various areas, and the combination of multiple strengths leads to more effective leadership.

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Leadership Under the Tent Microscope— Article by Joe Folkman and Jack Zenger

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Key Takeaways from the Podcast on Workplace Unhappiness:

1. Engagement Stats: Only 23% of workers are engaged at work, with 59% quietly quitting or disengaging, and 18% actively disengaged.

2. Profile of Unhappy Employees: They are often mid-level managers with 5-10 years’ tenure and good performance ratings.

3. Top Causes of Unhappines: – Lack of diversity appreciation – Inefficient organizations – Overwork – Lack of issue resolution – Feeling undervalued – Perceived unfair treatment – Lack of meaning in work – Limited career growth – Poor leadership

4. Compounding Effects: These factors often compound, worsening employee dissatisfaction.

5. Impact on Organizations: The 5% of unhappy employees can drag down an organization’s success and profitability.

6. Solutions for Improvement: – Offer feedback to managers to prompt change. – Focus on specific behavior changes. – Consider reassignment for unresponsive managers. – Address employee issues or exit.

7. The Role of Good Leadership: Good leaders are crucial for employee engagement, and organizations should not tolerate poor leadership’s harm.

These insights highlight the hidden causes of workplace unhappiness and provide guidance for organizations to address them effectively.

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Why Middle Managers are So Unhappy— Harvard Business Review Article by Jack Zenger & Joe Folkman

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Download a free copy of The Extraordinary Leader eBook.

Here are some key learnings from the podcast:

1. Beyond Linear Development: Traditional leadership development often follows a linear path, focusing on identifying and addressing weaknesses. However, to bridge the gap from good to great leadership, leaders must explore non-linear approaches that enhance their strengths.

2. Neil’s Story: The podcast highlights the story of Neil Van der Pul, a speed skater who achieved greatness by taking unconventional breaks from training, enriching his life outside sports, and ultimately enhancing his performance by addressing the mental aspects of his skill.

3. Understanding Strength Builders: Strength Builders are behaviors closely correlated with high competency ratings in leadership. These behaviors are like inseparable companions that provide clues for improving essential leadership qualities.

4. Mechanisms of Strength Builders: Joe and Breanne discuss six key mechanisms of Strength Builders:– Behavior and Companionship: Behaviors are perceived to fit together, and improving one positively affects the perception of the other.– Core Element: Strength Builders are often core elements of a behavior, facilitating its improvement.– Skill Development: Achieving high skill in one behavior helps develop related behaviors.– Changing Context: Strength Builders change the context in which leaders operate.– Personal Transformation: Developing a Strength Builder can have far-reaching effects, altering a leader’s perspectives, attitudes, and outlook on life.

5. Practical Implications: For leaders, understanding Strength Builders means having multiple tools in their leadership toolbox. These tools offer alternate routes to enhance leadership perceptions, especially for those seeking to move from good to great or even extraordinary.

In conclusion, Strength Builders offer leaders new avenues for growth and development, providing exciting paths for those who wish to enhance their leadership capabilities. By embracing non-linear approaches and recognizing the interconnectedness of behaviors, leaders can unlock their full potential and achieve remarkable results in their roles.

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Unlock Leadership Potential With Strength Builders — Article by Joe Folkman and Jack Zenger

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From the podcast, here are some key learnings and insights:

1. Shift in Leadership Development Focus: Over the last decade, there has been a significant shift in leadership development from correcting weaknesses to identifying and expanding on strengths. This shift is considered a more effective approach to leadership development.

2. Myth #1: Focusing on Strengths is a Fad: The idea of focusing on strengths is not a new or impractical concept. As far back as 1967, management guru Peter Drucker emphasized the importance of making strengths productive for effective leadership.

3. Myth #2: Strengths Taken to Extremes Become Weaknesses: Contrary to the belief that overusing strengths can lead to weaknesses, leadership strengths don’t necessarily work this way. Overdoing a strength is often associated with overdoing specific behaviors, not the strength itself.

4. Myth #3: Strengths and Weaknesses Go Together: There’s a common misconception that strengths and weaknesses are interconnected in individuals. However, data from 360-degree feedback assessments indicate that it is rare for strengths and weaknesses to coexist in the same person. Most people with fatal flaws have no strengths, and the more strengths they have, the less likely they are to have a fatal flaw.

5. Strengths-Based Development is Effective: The podcast concludes that strengths-based development is a valuable and effective approach to leadership development. As this approach gains acceptance, dispelling the mentioned myths will help enhance its effectiveness.

Overall, the podcast highlights the importance of focusing on strengths in leadership development and challenges common misconceptions about this approach. It emphasizes that strengths-based development is supported by historical management wisdom and data from contemporary leadership assessments.

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Three Myths About Your Strengths Article by Jack Zenger & Joe Folkman

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1. Leadership Mirrors:
   • Modern leaders require mirrors that provide feedback on their behavior and its impact on others. These mirrors should offer practical interpretations of the data.
2. Three Main Leadership Mirrors:
   • 360-degree feedback:Described as a 2.0 mirror, it offers candid, constructive, and accurate feedback by pooling opinions from over a dozen colleagues.
   • Its breadth covers various facets of leadership, from character and interpersonal skills to leadership in change.
3. Direct Feedback from Colleagues:
   • Personal feedback from peers is invaluable, but it’s often rarely given unsolicited.
   • A formula to ask for feedback involves explaining the reason (Why), being specific about the request (What), and showing appreciation.
4. Coaching:
   • Whether internal or external to the organization, a coaching relationship can be extremely beneficial.
   • Coaching focuses on personal development and ensures follow-through and sustainment.
5. Gen Z and Coaching:
   • Gen Z has distinct perspectives on careers and defining success. They prefer to be coached instead of managed, valuing the collaborative nature of coaching.
6. Historical Context:
   • Mirrors have seen significant evolution, from primitive versions found in ancient civilizations to the modern-day mirrors developed by applying metallic silver to clear glass.
   • However, the most valuable mirrors today are those that provide interpretative feedback and actionable suggestions, much like the three leadership mirrors mentioned.

In conclusion, to be effective and adaptive leaders in today’s fast-paced world, it’s imperative to have mirrors that don’t just passively reflect what’s in front of them but provide constructive feedback and actionable insights.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

A Meeting Everyone Likes? Ways To Achieve This Impossible Dream– Article By Jack Zenger

The post Episode 120: The Mirrors of Leadership that Lead to Change first appeared on ZENGER FOLKMAN.

The post Episode 120: The Mirrors of Leadership that Lead to Change appeared first on ZENGER FOLKMAN.

1. Understanding the Impact of Uninspiring Leadership:
   • Leadership behavior that most direct reports expect and need is the ability to inspire and motivate others. However, this is the behavior that ranks the lowest in performance among leaders.
   • Uninspiring leadership has adverse effects such as low engagement of direct reports, a high percentage of direct reports thinking about quitting, and an overall negative perception of the leader’s effectiveness.
2. Recognizing the Common Fatal Flaws of Uninspiring Leaders:
   • Through two key studies, 10 common leadership shortcomings were identified, which included: lacking energy and enthusiasm, accepting mediocre performance, lacking clear vision and direction, having poor judgment, not collaborating, not walking the talk, resisting new ideas, not learning from mistakes, lacking interpersonal skills, and failing to develop others.
3. Appreciating the Importance of Positive Energy and Attitude:
   • Inspirational leaders bring a positive energy into the room, set high expectations, and are clear about their vision. This positivity not only inspires and motivates teams but also drives results.
   • Leaders who resist change or new ideas, especially in rapidly evolving environments, can hinder an organization’s growth and potential success.
4. Strategies to Overcome Uninspiring Leadership:
   • Leaders should focus on bringing a positive attitude to work, aiming for positive interactions, creating a positive team environment, and resolving conflicts quickly.
   • While not every leader may be innately inspirational, every leader has the potential to inspire in their own unique way and should continuously work towards improving their leadership skills to make a positive impact.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Stark Contrast: Uninspiring vs. Inspiring Leadership— Article by Joe Folkman and Jack Zenger

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Perhaps this is a good moment to evaluate what it is we really want from our HR leaders—and what we don’t. In this episode we are sharing Zenger Folkman’s research on what separates great HR leaders from the rest.

• ZENGER FOLKMAN contrasted the results for the 5,174 HR leaders in our dataset with those of 71,024 leaders in other functions.

  • The competency showing the biggest difference was that they were truly concerned about developing others. This set them apart from leaders in other functions, who did not score highly on this skill.
  • They were also rated positively for providing coaching, acting as a mentor, and giving feedback in a helpful way.
  • The second competency where their skills were rated more positively was in valuing diversity. HR has been a champion for increasing diversity in organization but also helping the organization understand the value of diverse perspectives and people.

• HR leaders were rated significantly more negatively on their ability to anticipate and respond quickly to problems. A number of items noted a general lack of speed and urgency to respond and react quickly.

• HR leaders often complain that they “want a seat at the table” to engage more fully with other executives, but without clear strategy and focus they will never have that seat.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

What Separates Great HR Leaders from the Rest? — Article by Joe Folkman and Jack Zenger

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• I analyzed data from 12,299 individuals to explore the link between relationship-building and performance rankings. Contrary to expectations that relationship reigns supreme, this research identified seven other capabilities that had a greater influence on performance rankings.

• Those individuals who are the bottom 25% on Relationship building only rank at the 30% on this skill and you can see similar scoring on the graph for all of these competencies. On the flip side those who are really good at relationship building in the top quartile scored over 70th percentile on all of these skills.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Why Leaders Should Work on Their Relationship Building Skills— Article by Joe FolkmanNot Here to Make Friends– Article by Sarah WatcherThe Increasing Importance of a Best Friend at Work– Article by Gallup

The post Episode 117: Your Boss Should Care More About Your Relationship Building Skills first appeared on ZENGER FOLKMAN.

The post Episode 117: Your Boss Should Care More About Your Relationship Building Skills appeared first on ZENGER FOLKMAN.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

I’m the Boss? Why Should I Care if You Like Me?– Harvard Business Review Article by Jack Zenger & Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

A Meeting Everyone Likes? Ways To Achieve This Impossible Dream– Article By Jack Zenger

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

To Get Results, The Best Leaders Both Push and Pull Their Teams– Article By Joe Folkman

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Register for the Webinar–The Confidence Gap: Overcome Doubts with Data That Builds You Up.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

The Extremely Curious Case of Women’s Strategic Thinking– Article by Jack Zenger and Joe Folkman

Study of How Men and Women are Treated Differently at Work– Harvard Business Review

Research: Women are Better Leaders During a Crisis- HBR article by Jack Zenger and Joe Folkman

Learn about Zenger Folkman’s Microlearning Session in Strategic Thinking

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• In a dataset of 2,310 respondents, we looked at data from the 20 countries with the most paid vacation days (247 respondents) and compared them to respondents in the United States (1,151). The 20 countries with the most vacation ranged from Australia, with 28 days allotted, to Sweden and Brazil, with 41 days. By contrast, the United States has no law requiring paid time off, and the average full-time worker with a year of service gets 10 paid vacation days (and only 25% of Americans take their full allotment, according to another survey).

• First, we found that leaders in countries with more paid vacation days actually tend to seem slightly more likely to work at a faster pace, have a higher quantity focus, and feel more impatient.

• “If I were able to move faster, I could become much more effective.” Respondents from countries with more paid vacation days responded more positively to this thought.
• Numerous studies have shown that individuals who prioritize time off for family, hobbies, and self-care are more satisfied with their lives and demonstrate higher levels of commitment and productivity at work.
• Academic research consistently supports the notion that individuals who prioritize rest, recreation, and maintaining a healthy work-life balance achieve higher levels of productivity.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Are We More Productive When We Have More Time Off?— HBR Article by Joe Folkman and Jack Zenger

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In 2019, Joe Folkman wrote an article for Harvard Business Review based on research he conducted on trust in organizations. He found that trust is a leading indicator of whether others evaluate you positively or negatively. But how to create that trust, or perhaps more importantly, how to reestablish it when you’ve lost it isn’t always that straightforward. By analyzing over 100,000 360-degree reviews, he discovered three elements that predict whether a leader will be trusted by his direct reports, peers, and other colleagues.  After three years, and thousands of hours of research and writing, he is now launching his new book The Trifecta of Trust which we will discuss in our episode today.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 78: The Proven Formula for Building Trust first appeared on ZENGER FOLKMAN.

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• Data we collected in 2022 from 4,849 employees indicated that only 4% felt disrespected, whereas 86% felt respected.

• To establish a groundwork of respect, leaders must be aware that they may not be doing everything they can to show that they value diversity, and make clear that differences are valued.

• In our research on trust, we discovered that if one person on your team distrusts you, it will significantly lower the level of trust from the rest of the team. This is an emotion that’s contagious.

• Even a small conflict between a few team members can negatively impact the energy of the whole group and become a source of frustration that encourages feelings of disrespect.
• The simple act of asking another person for their opinion is a powerful way to communicate respect.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

7 Ways to Make Employees Feel Respected, According to Research— HBR Article by Joe Folkman and Jack Zenger

The post Episode 114: 7 Ways to Make Employees Feel Respected first appeared on ZENGER FOLKMAN.

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This is why we are focusing our conversation today, NOT on coaching but on improving your coachability. The research shows there’s a lot you can and need to do to guide your path to becoming a highly coachable leader.

REGISTER for WEBINAR—Coachability: The Foundation Skill for ALL Development. 

Guest Bio

Kevin Wilde is an Executive Leadership Fellow at the Carlson School of Management, University of Minnesota. In 2015, he concluded a 34-year corporate career in leadership and talent development at General Electric and General Mills. In 2007, Chief Learning Officer magazine selected Kevin as CLO of the year.

His writing for Talent Management magazine received a national award for editorial excellence from the American Society of Business Publication Editors. His work has also been published in over a dozen books, including Coaching For Leadership, the Pfeiffer Annual on Leadership Development, and Forward-Focused Learning. In 2022, Kevin authored Coachability: The New Leadership Superpower.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 113: Entering the Coachability Learning Zone first appeared on ZENGER FOLKMAN.

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REGISTER for WEBINAR—Coachability: The Foundation Skill for ALL Development. 

Guest Bio

Kevin Wilde is an Executive Leadership Fellow at the Carlson School of Management, University of Minnesota. In 2015, he concluded a 34-year corporate career in leadership and talent development at General Electric and General Mills. In 2007, Chief Learning Officer magazine selected Kevin as CLO of the year.

His writing for Talent Management magazine received a national award for editorial excellence from the American Society of Business Publication Editors. His work has also been published in over a dozen books, including Coaching For Leadership, the Pfeiffer Annual on Leadership Development, and Forward-Focused Learning. In 2022, Kevin authored Coachability: The New Leadership Superpower.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 112: Why Coachability is the Leadership Superpower first appeared on ZENGER FOLKMAN.

The post Episode 112: Why Coachability is the Leadership Superpower appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

How Developing a Coaching Culture Pays Off– Leadership Study

The post Episode 82: How to Improve Your Coachability first appeared on ZENGER FOLKMAN.

The post Episode 82: How to Improve Your Coachability appeared first on ZENGER FOLKMAN.

Register for the webinar– Succession Planning: Drop the HI-PO Hopes and Build a Solid Pipeline.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

Companies Are Bad at Selecting High Potential Employees– Harvard Business Review article by Jack Zenger and Joe Folkman

How Extraordinary Leaders Double Profits– Leadership Study by Jack Zenger and Joe Folkman

The post Episode 37: Companies Are Bad At Identifying High Potential Employees first appeared on ZENGER FOLKMAN.

The post Episode 37: Companies Are Bad At Identifying High Potential Employees appeared first on ZENGER FOLKMAN.

Take the LEADERSHIP SPEED ASSESSMENT.

• In a leadership resiliency study, we examined data from over 110,000 leaders. We measured their resilience with an eight-item index and evaluated their speed. This study revealed that as a leader’s resilience lowers, so does their speed.

• Organizations can only move as fast as their employees, and even more important is the pace of a leader. Leaders who resist a brisk pace can be a major source of a company’s problems and failure.

• Are you willing to try something new even if it might fail? You can let perfect be the enemy of good. If you’re going to experiment, be flexible.

• Clear vision and direction make it easier to act with speed and avoid costly detours.

• Moving fast gives others confidence that they can move quickly and deliver results.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Feeling Sluggish at Work? 8 Ways to Improve Your Resilience by Increasing Your Speed— Article by Joe Folkman

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But for some, work becomes mundane and repetitive. They lose some of their passion, and their work can begin to feel like a chore. Eventually, some of those executives who had initially loved their careers enter the dimension we call the “day prison.” As they enter their workspace, they feel the metaphorical bars close around them in a zone where they are unmotivated, dissatisfied, and much less productive than they could be. In this podcast, we are looking at what happens to leaders when they are in a job rut and how to get out of it.

Register for Webinar— External and Customer-Focused Leaders.

• We examined data from 970 such people in a single organization. They were between 35 and 44 years old (the typical range for the onset of a mid-career crisis), and they all rated their engagement at work in the bottom 10%.
• Thirty percent had been at the company from five to 10 years; 36% had been there between 10 to 20 years, but the age sample spanned all levels and positions in the organization, including executives, and we found people in day prison in all tenure categories. In fact, we found three executives who were in day prison along with their staffs.
• The most discontent stemmed from employees’ identifying a situation where the organization mistreated customers in some way that shook their confidence and caused them to feel a loss of pride in their company.
• The company failed to value and practice values such as teamwork, trust, and fostering diversity.
• Over the years, we’ve asked executives to reflect on their own curve of excitement and creativity in all the jobs they’ve done. At what point does the downturn occur? The consistent answer we receive is five years.

• You can try to pull yourself out of the career ditch by shifting the burden from blaming the organization to raising the bar on your own efforts. If the organization won’t help you do it, use your own initiative.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Watch Our For Your 5-Year Job Anniversary— Article by Joe Folkman and Jack Zenger

The post Episode 110: Watch Out For Your 5-Year Workiversary first appeared on ZENGER FOLKMAN.

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Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Change Your Leaders to Change Your Culture– Article by Jack Zenger

The post Episode 70: Change Your Leaders to Change Your Culture first appeared on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The Reason Why Ted Lasso May Not be a Great Leader– Article by Joe Folkman

The post Episode 49: Lessons in Empathy and Competitiveness from Ted Lasso appeared first on ZENGER FOLKMAN.

Check out our new course: Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Don’t Fake It Till You Make It: Match Confidence to Competence – Article by Joe Folkman

The post Episode 50: Balancing Confidence and Competence appeared first on ZENGER FOLKMAN.

To answer that question, we combined a self-assessment measuring feedback preference with 360-degree evaluations of leaders to discover the common attitudes of the best leaders about feedback.

In this episode, we invite you to challenge your biases and attitude about feedback and see what you can change to be more effective.

• Corrective feedback is helpful, but the most effective leaders focused on the positive.
• Many people assume that the best leaders are those who are willing to provide others with negative or corrective feedback. Our research clearly shows however, that the most effective leaders are those who give much more positive feedback than negative feedback.
• There is no such thing as “too much praise.”
• The most effective leaders gave others an abundance of praise and recognition. Some leaders mistakenly worry that too much praise and recognition can be a bad thing. On the contrary, providing others with compliments is a wonderful habit to develop.
• While the best leaders focused on the positive behaviors of others, they were open to and willing to receive negative feedback themselves.
• We found that leaders who only wanted to be given positive feedback were much less effective. Being open to advise and feedback from others helps leaders to become more effective.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

10 Attitude about Feedback from the Most Effective Leaders— Article by Joe Folkman

The post Episode 107: 10 Attitudes About Feedback From The Most Effective Leaders appeared first on ZENGER FOLKMAN.

Check out her book Getting Along: How to Work with Anyone (Even Difficult People)!

Guest BioAmy Gallo is a workplace expert who writes and speaks about gender, interpersonal dynamics, difficult conversations, feedback, and effective communication. She is the author of Getting Along: How to Work with Anyone (Even Difficult People) and the HBR Guide to Dealing with Conflict, as well as hundreds of articles for Harvard Business Review. For the past three years, Amy has co-hosted HBR’s popular Women at Work podcast, which examines the struggles and successes of women in the workplace. She  is frequently sought out by media outlets for her perspective on workplace dynamics, conflict, and difficult conversations. Her advice has been featured in the New York Times, the Wall Street Journal, Fast Company, Marketplace, and The Austin American-Statesman, as well as on WNYC, the BBC, and ABC (Australian Broadcasting Corporation).

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 106: Getting Along With Difficult People at Work appeared first on ZENGER FOLKMAN.

• We isolated leaders who ranked in the top quartile on both driving for results and people skills. We found that only 13% of leaders in our data set fit this profile. Still, this left us with a data set of 7,800 leaders to analyze

• Leaders who were under 30 years of age were two to three times as likely to be effective at both results and engagement than their older compatriots.

• Around age 40, it seems, leaders appear to have made their choice between being results driven or interpersonally strong. From there forward, only 10% of leaders in any age group would do both things well.

• Young people do seem more interested in having close, personal friendships with their colleagues
• Supervisors are much more likely to carry both capabilities than senior managers, we found.
• Having the ability to simultaneously drive for results and practice excellent people skills is a powerful combination that has a dramatic impact on a leader’s effectiveness

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Can You Be the Fun Boss That Still Drives for Results?– HBR Article by Jack Zenger and Joe Folkman

The post Episode 105: Behavioral Bridges—Increasing Employee Engagement While Driving For Results appeared first on ZENGER FOLKMAN.

However, our research at Zenger Folkman shows we’re doing it all wrong. Instead of thinking of a great listener as a sponge —absorbing everything but providing little feedback — a skilled listener should be thought of as a trampoline who amplifies and supports a speaker’s thoughts by providing constructive feedback. Engaging in a two-way conversation is essential, according to data, and Zenger and Folkman define six levels of listening, all meant to help listeners develop this skill.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

What Great Listeners Actually Do– Harvard Business Review Article by Jack Zenger and Joe Folkman

The post Episode 5: What Great Listeners Actually Do appeared first on ZENGER FOLKMAN.

You can’t make every worker happy, surely, and should a business even try? Evidence from our recent research suggests, actually, that the answer is yes. Or rather, our evidence shows that managers are giving up far too soon on their disgruntled employees, making them less productive than they could be, exposing their companies to unnecessary risks from thefts and leaks in the process, and inflating turnover costs. In this episode, we challenge you to ask yourself if you are creating these disgruntled employees.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

Additional Resources:

Are You Creating Disgruntled Employees? – Harvard Business Review article by Joe Folkman

Trager’s CEO on Cleaning Up a Toxic Culture– Harvard Business Review Article by Jeremy Andrus

Measuring Engagement Does Not Improve it– Article by Joe Folkman

The post Episode 34: Are You Creating Disgruntled Employees? appeared first on ZENGER FOLKMAN.

• “Tone-deaf compassion is more dangerous and costly than none at all.” Leaders have a big responsibility to figure out what matters to their employees.

• In this study, there were 1,959 managers with ratings from their direct reports. Of the 58 items measured by the 360-degree assessment, the kindness items had the lowest correlations to accountability.
• On average, managers who tend to be highly rated on accountability tend to be rated lower on kindness, and those leaders rated as the most kind tended to be rated lower on accountability.

• Leading with kindness has the power to transform your workplace. Receiving those off-hand compliments or displays of gratitude or recognition creates a culture of generosity in an organization.

• Quote from Mark Mortenson and Heidi Gardener: “Compassionate leadership isn’t simply about taking away work and giving people whatever they want. Nor does achieving high performance mean ignoring the needs and well-being of your employees. Leaders who strive for sustainably high performance — particularly in today’s environment — need to put in the time and the effort to ensure they’re enabling their employees to achieve it.”

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Pairing Kindness with Accountability at Work– Article by Joe Folkman

The post Episode 102: Leading with Kindness and Accountability appeared first on ZENGER FOLKMAN.

Register for Zenger Folkman’s upcoming webinar Risky or Reckless: Develop the Behaviors that Support Taking Risks.

Harvard Business Review Article- How to Push Your Team to Take More Risks and Experiment, by Sara Critchfield.

Guest BioSara Critchfield is Vice President of Global Outreach for the Fetzer Institute. Sara has a successful track record of forwarding social movements by developing highly shareable, social good content, attracting millions of unique visitors, and effectively positioning organizations and businesses as credible leaders in the market. As founding editorial director of Upworthy.com — named the fastest-growing media site of all-time in 2013 by Fast Company — she grew Upworthy’s traffic from 0 to 50 million visitors and gained 8 million subscribers in just 2 years. Spanning a broad range of sectors, Sara has advocated for social change in Washington DC and Europe, fought for economic fairness for millions of US-based consumers and food security in developing countries, and has played lead roles in starting three successful startup ventures. She holds a Master of Science in Nonprofit Leadership from the University of Pennsylvania and resides in Los Angeles.

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The post Episode 101: How to Push Your Team to Take Risks appeared first on ZENGER FOLKMAN.

Register for Zenger Folkman’s upcoming webinar, The Leadership Edge: Developing Your Company’s Hidden Talent Pools. 

• Two bad habits of leaders. We’ll define arrogance as one person’s belief that their ideas and opinions are more valuable and define complacency as an attitude of self-satisfaction that leads to people automatically and mindlessly following a routine.

• The twin demons of arrogance and complacency appear to have an accelerating negative impact. Based on 360-degree feedback data from 65,253 managers, ZENGER FOLKMAN found the following:

• While some leaders manage to ward off this plague, the majority do not. We found that as leaders age, their willingness and skill at asking others for feedback and taking action to improve declines significantly.

• Deliberately change some behavior. Remember that improved leadership does not stem from reading books or listening to lectures for new information. Leadership improvement can only be evidenced by new behavior.

• Open the feedback spigot. Increase the amount of feedback you receive by overtly asking for it

• Create a mechanism that relentlessly holds you accountable to implement the change you seek to make. 

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Zenger Folkman hosts an exclusive live webinar monthly, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Antidotes for Arrogant and Complacent Bosses– Article by Jack Zenger

The post Episode 100: The Unexpected Bad Habits of Leaders appeared first on ZENGER FOLKMAN.

Register for Zenger Folkman’s upcoming webinar, The Leadership Edge: Developing Your Company’s Hidden Talent Pools. 

• Organizations need to examine four hidden talent groups of highly talented and underutilized individuals who would be strong candidates for these future leadership roles: women, young supervisors, STEMM workers, and individual contributors.
• Two traits where women outscored men to the highest degree — taking the initiative and driving for results — have long been thought of as particularly male strengths.
• When I looked at our database of 17,000 worldwide leaders in our training programs who hailed from companies in virtually every sector of the world, I found the average age was 46.
• CEO of container Store, “First-year full-timers receive 263 hours of formal training, compared with an industry average of about eight.”
• Ironically, individual contributors are more influential than managers in training new employees because they teach basic skills or answer “on-the-job” questions.
• Organizations are missing a great opportunity to retain these hidden talent groups, help them be even more influential, and to prepare a portion of them for key managerial positions in the firm. Peter Drucker once said, “The purpose of an organization is to enable ordinary people to do extraordinary things.”

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

Discover and Develop Hidden Reservoirs of Talent– Article by Jack Zenger, Joyce Palevitz, and Joe Folkman

The post Episode 98: Discover and Develop Hidden Talent Pools appeared first on ZENGER FOLKMAN.

The audiobook can also be purchased on AUDIBLE, NOOK, GOOGLE PLAY, KOBO, CHIRP, AUDIOBOOKS.COM, and SCRIBD.

If you devote a third of your life to your job, then it is worth focusing on the one trait that will significantly increase your speed. This chapter explores the direct link between trust and speed. Leaders who were the least trusted (the 1st through the 9th percentiles) had a speed rating in the 22nd percentile, while those who were most trusted (the 90th to 100th percentiles) had speed ratings in the 79th percentile. But are the speed bumps that get in the way of trust?

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The post Audiobook Chapter 8: Trust and Speed appeared first on ZENGER FOLKMAN.

• In our dataset, we had 261 leaders working in offices and co-located with their direct reports and 207 working remotely.
• working remotely may make it easier for a person to quit a job because of having fewer close relationships with coworkers.
• There do not appear to be huge downsides for leaders working remotely from their team members. In fact, working remotely may motivate leaders to try harder to connect with employees or to do it more effectively.
• Motivation and engagement of employees who work for remote leaders appear slightly higher, and discretionary effort significantly higher. This study supports the assumption that remote workers may be—certainly have been—- more productive.
• Whether the manager gave negative feedback did not make a big difference — unless the leader avoided giving positive feedback. This was also true when you looked only at the ratings of direct reports.
• There are still some undeniable advantages associated with those who work in offices, such as stronger interpersonal connections and more collaboration—and better mental health.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The Remote Work Leadership Report Card- Have We Improved?– Article by Jack Zenger and Joe Folkman

The post Episode 97: Remote Work Leadership Report Card appeared first on ZENGER FOLKMAN.

Download the new eBook, Inspiring in the New Era.

• Inspiring leaders create a climate that allows people to experiment, feel ownership, and reward initiative in ways that allow this behavior to flourish.

• The overall level of confidence that everyone has is part of the culture of the organization. Inspiring leaders are the driving force in that culture and in nurturing self-efficacy in individual performance.

• Optimism can be learned and magnified through practice.

• Leaders convey the message that people are what counts, and they are there to do the blocking and tackling for the employees.

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Sustaining Hope in Uncertain Times– Harvard Business Review Article by Dane Jensen The Unseen Effects of Inspiring Leadership– LinkedIn Article by Joe Folkman

The post Episode 96: The Unseen Effects of Inspiring Leadership appeared first on ZENGER FOLKMAN.

• 37% of the people who took our self-assessment conceded that they don’t give positive reinforcement.
• Our research suggests that colleagues place great emphasis on receiving positive feedback – and that it colors their relationship with one another even more than negative feedback.
• In a survey of 7,631 people, we asked whether they believed that giving negative feedback was stressful or difficult, and 44% agreed.
• We asked a different group of 7,808 people to conduct a self-assessment, and 21% admitted that they avoid giving negative feedback.
• Whether the manager gave negative feedback did not make a big difference — unless the leader avoided giving positive feedback. This was also true when you looked only at the ratings of direct reports.

• It’s OK if it’s brief – it just needs to be specific, rather than a general remark of “good job,” and ideally occurs soon after the praise-worthy incident. Of course, it’s also best when it’s sincere and heartfelt.

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Why Do So Many Managers Avoid Giving Praise?– Harvard Bsuiness Review Article by Jack Zenger and Joe Folkman

The post Episode 95: Why Do So Many Managers Avoid Giving Praise? appeared first on ZENGER FOLKMAN.

• We collected 24,826 evaluations on 2,055 individual contributors. Using those evaluations, we looked at the “good” performers who were rated at the 30th to the 70th percentile and compared them to the “best” performers (those were rated above 90%).
• We found that many individual contributors have a tendency to become excellent sandbaggers. They assume their manager will keep piling on work until they reach a point where they can’t accomplish all the work that has been assigned.
• We found that the best individual contributors were highly effective at achieving objectives that required a high level of cooperation from people in other parts of the organization.
• It was fascinating that the best individual contributors were highly effective at representing the group to other groups in the organization.
• For some individual contributors, it is not the lack of feedback that is the problem; it is that they are constantly giving feedback in a negative way, resulting in distrust and anger in the organization.

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Extraordinary Performers: Why You Need Them and Hope To Keep Them– Forbes Article by Jack Zenger

The post Episode 56: Extraordinary Performers- Why You Need Them & How to Keep Them appeared first on ZENGER FOLKMAN.

• We analyzed the behavior of 30,000 managers, as seen through the eyes of some 300,000 of their peers, direct reports, and bosses on 360-degree evaluations; we found that the sins of the bad boss are far more often those of omission, not commission.
• Again and again, their colleagues described bad bosses as unenthusiastic and passive. This was, in fact, the most noticeable of all their failings.
• Bad bosses have a dim view of the future, don’t know precisely what direction to take, and are (not surprisingly) unwilling to communicate about the future, leaving their subordinates with no clear path forward.

• Our research shows that increasing trust magnifies every other leadership competency. We also discovered that without trust, everything slows down. Trust reduces friction in the organization.

• Fatal flaws in a bad boss are difficult to see — they’re not the kinds of flaws we instantly recognize in others or ourselves. And they’re not the kinds of things people call out since there’s nothing explicit that draws attention.

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Are You Sure You’re Not a Bad Boss?– HBR Article by Joe Folkman and Jack Zenger

The post Episode 94: Are You Sure You’re Not a Bad Boss? appeared first on ZENGER FOLKMAN.

• To discover these energizing capabilities, we analyzed data from direct reports of 73,503 leaders. In addition to the 60 measured behaviors, each direct report was asked about the extent to which they agreed with the following statement, “My work environment is a place where people want to go the extra mile.”
• When it comes to igniting energy, the number one way to inspire is to help others discover what opportunities exist for their growth.
• Leaders set the tone and create the conditions for teamwork and relationships to flourish or fail.

• .Our research shows that increasing trust magnifies every other leadership competency. We also discovered that without trust, everything slows down. Trust reduces friction in the organization.

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How Leaders Generate Energy– Article by Joe Folkman

The post Episode 93: How Leaders Generate Energy appeared first on ZENGER FOLKMAN.

Andrew Patterson is the Director of Research at Arcadia Consulting. He is an expert in modern social neuroscience and studies the neural mechanisms behind culture, therefore, helping to devise a sequence of processes that can affect measurable change. He spent over 15 years at IBM doing research and consulting. Connect with him on LinkedIn.

• STEMM Leaders are missing 9 critical competencies – Customer & external focus, Champions change, develops strategic perspective, inspires & motivates, innovates, communicating powerfully & prolifically, Establishing stretch goals, Developing others, Collaboration & Teamwork 
• STEMM and non-STEMM leaders have similar ‘importance ratings’ EXCEPT for a huge jump in importance in STEMM for ‘technical and professional expertise.  However, this importance could get in the way of the recruitment or promotion of other leadership competencies required.
• Men and women in STEMM are positively correlated (0.54) – a huge swing in correlation which means they have the same strengths and fatal flaws, and as such, gender diversity DOES NOT EQUAL competence diversity.

• Many of the criteria required to prove expertise in the STEMM sector are socially determined and subject to both conscious and unconscious bias. Women face additional challenges in the perception of high technical or professional expertise. What we did not expect to find was that both genders were badly affected.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

STEMM the Tide– Research Paper Arcadia Consulting

The post Episode 92: The Problems and Opportunities With Leaders in STEMM appeared first on ZENGER FOLKMAN.

Cheryl Strauss Einhorn is the founder and CEO of Decisive, a decision sciences company using her AREA Method decision-making system for individuals and organizations looking to solve complex problems. Her new book, Problem Solver, is about the psychology of personal decision-making.

• Problem solver profiles: adventurer, detective, listener, thinker, and visionary. Most of us can be more than one type of problem solver, although we almost always have one dominant approach that we lean on.
• Recognize that other voices are valuable. All information doesn’t come as data — some come from people. Go beyond the data to speak to knowledgeable sources.
• More dynamic decision-making begins with knowing more about yourself, so you can sidestep potential bias and gain new perspectives about a problem.

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

What Are Your Decision-Making Strengths and Blind Spots? – HBR article by Cheryl Strauss EinhornArea Method Assessment

The post Episode 91: Challenging Your Decision-Making Strengths and Biases appeared first on ZENGER FOLKMAN.

Rather than taking the time to carefully understand the other person, 46% of respondents noted their preference to “translate their experience into practical, logical advice.” Predictably, 18% of the respondents indicated that “people frequently drop hints that they could be a better listener.”

In this episode, we’re sharing the research behind the rich rewards that come from deep listening.

• Leaders with the lowest effectiveness on listening (e.g., the bottom 10%) were rated at only the 13th percentile in “building relationships” and the 14th percentile on “generates trust.” Those in the top 10% were rated at the 88th percentile on both capacities.

• Deep listening leads to asking more compelling questions. Research has shown that people who cultivate positive relationships in many walks of life are more positive and less stressed with work.

• One survey reported the startling statistic that 29% of employees describe not having received any recognition or commendation within the past year.
• The person who listens is more trusted by others, and at the same time, the listening process generates the listener’s trust in others.
• Although giving feedback is focused on talking, good listeners are rated significantly higher on their ability to provide others with honest feedback.
• Leaders who are skilled at deep listening understand the concerns and frustrations of other groups, which in turn hastens ways to resolve the differences.

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8 Unforeseen Rewards of Those Who Listen More–  Article by Jack Zenger and Joe Folkman

The post Episode 90: The Benefits of Deep Listening appeared first on ZENGER FOLKMAN.

Zenger Folkman gathered a substantial amount of data from one U.S.-based Fortune 100 company after it had gone through an organizational downsizing to see if we could identify factors that might predict which people were most likely to be let go.

• Good performance reviews were not very predictive. Only 23% of those who were laid off had been given a negative review the previous year. The implication is that the other 77% who were asked to leave had no clue this was coming.
• Those who were downsized rated, on average, only in the 32nd percentile on their strategic ability – that is, worse than two-thirds of their colleagues. While they perceived themselves to be working very hard, they looked to everyone else in their 360 evaluations like they were running out of energy and losing effectiveness over time.
• As a group, those laid off averaged in only the 37th percentile in the 360 evaluations of their relationship-building and people skills.
• Over half the managers who were downsized indicated that they had recently lost the support of their sponsor.

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Keeping Your Name Off the Layoff List– Harvard Business Review Article by Jack Zenger and Joe Folkman

The post Episode 88: Keeping Your Name Off the Layoff List appeared first on ZENGER FOLKMAN.

Every employee, every workday, makes a decision. Are they only willing to do the minimum work necessary to keep their job, or are they willing to put 100% of their energy and effort into their work? But as we searched our database to study these quiet quitters within organizations, we found something different at play. In this podcast episode, we’re discussing how quiet quitting is about managers, not employees.

• Our data indicates that quiet quitting is usually less about an employee’s willingness to work harder and more creatively and more about a manager’s ability to build a relationship with their employees where they are not counting the minutes until quitting time.
• Those managers who were rated at the 1st– 10thpercentile on balancing results with relationships had 14% of their direct reports
• “Quietly Quitting,” and only 20% were willing to give extra effort.
• As managers increased their effectiveness at balancing results with relationships to the 90th– 100thpercentile, 62% of their direct reports were willing to give extra effort, while only 3% were “Quietly Quitting.”
• People want careers, not jobs. Organizations today assume that most employees seek to be treated as if they are career colleagues. In turn, the organizations assume people will act with the organization’s best interest in mind and put forth their best effort.
• Analyzing data from over 113,000 leaders, we looked to find the top behavior that would help a leader demonstrate that they were effective at balancing getting results with their concern for team members. The number one behavior that helped was trust.
• Is the quiet quitting movement the beginning of a revolution that changes the way we work,  an expression of exhaustion at the end of working excessively hard, or is it merely a passing fad that will quickly die?

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Quiet Quitting is About Bad Bosses, Not Bad Employees– Harvard Business Review Article by Jack Zenger and Joe Folkman

The post Episode 86: Quiet Quitting is About Managers, Not Employees appeared first on ZENGER FOLKMAN.

• When we asked senior managers to indicate the importance of execution, they ranked it first on a list of 16 skills.
• Four behaviors helped with improving execution: be clear and methodical, set stretch goals and deadlines, give more feedback, and resolve conflict/build team unity.
• Our research indicates that while giving a little more recognition did not affect execution, being above the 65thpercentile on this skill had a major impact.

• In our research, we also found that there’s almost a one-to-one relationship between leaders who are seen as fast and those who are seen as great executors.

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How to Improve Your Ability to Effectively Execute– Article By Jack Zenger and Joe Folkman

The Secrets of Great Teamwork– Harvard Business Review Article by Martin Haas and Mark Mortensen

The post Episode 84: 4 Ways to Be More Effective at Execution appeared first on ZENGER FOLKMAN.

Take advantage of the promotional launch price until August 31st! The audiobook can be purchased on AUDIBLE, NOOK, GOOGLE PLAY, KOBO, CHIRP, AUDIOBOOKS.COM, and SCRIBD.

This chapter discusses the three elements of the trifecta of trust: expertise, consistency, and building relationships. The importance of each is illustrated in a harrowing story of a group of smoke jumpers trying to escape from the 1949 Mann Gulch River Valley fire.

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The post Trifecta of Trust Audiobook–Chapter 3 appeared first on ZENGER FOLKMAN.

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Editon 15: Summer Slump? 5 Ways to Drive Engagement for Remote Workers

The post Episode 83: 6 Ways to Boost Engagement During Summer Slumps appeared first on ZENGER FOLKMAN.

Kathleen Stinnett brings over 25 years of experience working with individuals and organizations to improve performance and fulfillment, creating sustainable change and results. A popular speaker, author, and facilitator, Kathleen coaches leaders at all levels to understand and improve their personal leadership effectiveness. She co-authored The Extraordinary Coach: How the Best Leaders Help Others Grow and served on the faculty of the Hudson Institute of Coaching for 17 years. Kathleen received her Master Certified Coach (MCC) credential from the International Coach Federation in 2005, a Certificate in Coaching Supervision from Ashridge University in 2014, and a Certificate in Applied Positive Psychology in 2015. She holds her B.S. in business and an M.S. in Occupational Education.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

Bringing Science to the Art of Coaching A whitepaper designed to help every kind of professional coach, the authors offer some useful tips on how to make the most of every coaching session.

The Extraordinary Coach: How The Best Leaders Help Others Grow  The Bestselling book that offers worksheets, checklists, sample questions, and the latest research findings to provide a full-immersion course on becoming the kind of coach that brings dramatic change to an organization.

Coaching and Feedback  Learn more about Zenger Folkman’s coaching programs and assessments.

The post Episode 30: FUEL– A Proven Framework For Coaching appeared first on ZENGER FOLKMAN.

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 Exploring the Future of 360-Degree Feedback– Article by Jack Zenger

Zenger Folkman’s Leadership eBooks– Enjoy our complimentary eBooks filled with groundbreaking research, compelling interviews, and practical solutions to everyday leadership issues.

The post Episode 80: Can Personal Development and Talent Management Live Together? appeared first on ZENGER FOLKMAN.

In Trifecta of Trust, psychometrics and leadership expert Joseph R. Folkman has collected a mountain of compelling data to make the irrefutable case for the value of trust in leadership. His research shows that there are three core behaviors that create and reinforce trust from others. By mastering this leadership trust trifecta, you can increase your success and happiness, both in business and life.

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The post The Trifecta of Trust– Introduction by Joe Folkman appeared first on ZENGER FOLKMAN.

To read his latest research, subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics.

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Are Your Co-Workers Friends or The Competition? – Article by Joe Folkman

When to Cooperate and When to Compete with Colleagues– HBR article by Randall S. Peterson and Kristin J. Behfar

The post Episode 77: The Shifting Alliances of Peers appeared first on ZENGER FOLKMAN.

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As a Leader, How Bold Should You Be?– Forbes article by Joe Folkman

Zenger Folkman’s Leadership eBooks– Enjoy our complimentary eBooks filled with groundbreaking research, compelling interviews, and practical solutions to everyday leadership issues.

The post Episode 75: As a Leader, How Bold Should You Be? appeared first on ZENGER FOLKMAN.

To read his latest research, subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics.

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It’s Called Languishing– NYT Article by Adam Grant

The Expanding Job– Article by Anne Helen

The post Episode 74: Igniting Your Initiative appeared first on ZENGER FOLKMAN.

Over 30 years of research, practice, and implementation of leadership practices in hundreds of organizations have led us to learn some vital lessons. In today’s episode, we’re sharing five important insights on how extraordinary leaders are made.

Learn more about the newly remastered Extraordinary Leader Development Experience.

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The post Episode 73: Remastering The Extraordinary Leader appeared first on ZENGER FOLKMAN.

Roy Banks has served as our Chief Executive Officer since December 2020 and as a member of our board of directors since August 2021. He has significant experience in high-tech software development, e-commerce, internet marketing, and payment processing industries. Prior to joining our Company, he served as the Chief Executive Officer Partner of Tritium Partners from July 2019 to August 2020. Prior to that, he was the President of the LoadPay Business Unit from July 2018 to March 2019 and a board member for Truckstop from May 2017 to March 2019. He also served as the Chief Executive Officer of Network Merchants Inc. from May 2014 to May 2018.

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Learn more about WEAVE.

The post Episode 72: Building a People First Culture with Roy Banks appeared first on ZENGER FOLKMAN.

To read his latest research, subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics.

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What it Takes to Become a Creative Superstar– Article by Joe Folkman3 Common Fallacies about Creativity– Harvard Business Review

The post Episode 71: 6 Ways Creative Superstars Lead Differently appeared first on ZENGER FOLKMAN.

To read his latest research, subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Which Superpower Would You Choose: To Fly or To Be Invisible?– Article by Joe Folkman

The post Episode 69: Would You Choose to Fly or Be Invisible? appeared first on ZENGER FOLKMAN.

To read his latest research, subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

Finding and Becoming a Helpful Leader– Article by Joe Folkman

The post Episode 68: Why We Need More Helpful Leaders appeared first on ZENGER FOLKMAN.

Subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics, to read his latest research.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The Real Value of Consistency– Article by Joe Folkman

The post Episode 66: Cultivating Consistency appeared first on ZENGER FOLKMAN.

Subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics, to read his latest research.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

8 Consistent Behaviors of Practically Perfect Problem Solvers–Article by Joe Folkman

The post Episode 64: 8 Traits of Practically Perfect Problem Solvers appeared first on ZENGER FOLKMAN.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

How to Improve at Work When You’re Not Getting Feedback– Harvard Business Review Article by Jack Zenger & Joe Folkman

The post Episode 63: How to Improve When You’re Not Getting Feedback appeared first on ZENGER FOLKMAN.

Subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics, to read his latest research.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

How to Spot and Eliminate Poor Role Models from Your Organization–Article by Joe Folkman

The post Episode 62: How to Eliminate Poor Role Models appeared first on ZENGER FOLKMAN.

Subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics, to read his latest research.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

5 Ways to Impress Your Boss in 2021– Forbes Article by Joe Folkman

The post Episode 61: 5 Ways to Impress Your Boss in 2022 appeared first on ZENGER FOLKMAN.

Join us on January 25 & 27 for our award-winning development experience, The Extraordinary Coach!  You’ll learn the framework, mindset, and skills to help others grow.

SPECIAL OFFER – Save 50% If your organization is new to Zenger Folkman and would like to attend The Extraordinary Coach for evaluation purposes, use this code at checkout to save 50%: 2022-NEW  Hurry, you must register by January 17th. (Good for up to 2 people from the same qualifying organization.)

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Finding the Balance Between Coaching and Managing– Harvard Business Review Article by Jack Zenger & Joe Folkman

The post Episode 60: The Balance Between Coaching and Managing appeared first on ZENGER FOLKMAN.

Join us on January 25 & 27 for our award-winning development experience, The Extraordinary Coach!  You’ll learn the framework, mindset, and skills to help others grow.

SPECIAL OFFER – Save 50% If your organization is new to Zenger Folkman and would like to attend The Extraordinary Coach for evaluation purposes, use this code at checkout to save 50%: 2022-NEW  Hurry, you must register by January 17th. (Good for up to 2 people from the same qualifying organization.)

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

Expanding Access to Coaching–  Article by Jack Zenger

The post Episode 59: Expanding Access to Coaching appeared first on ZENGER FOLKMAN.

In the book, Blueprint, the Yale scholar Nikolas Christakis, argues that over time we have developed a set of highly beneficial social features that lead us to love, community, friendships, and cooperation.  He contends that we cannot escape our overall blueprint for goodness.  After reviewing scientific evidence from both the animal and human spheres, he concludes:

“This project of evolutionary sociology reveals that humans everywhere are pre-wired to make a particular kind of society—one full of love, friendship, cooperation, and learning.

We wish you and your family, and your firm, a joyous Holiday and our optimism that 2022 will be an even better year.

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Heroes, Zeros, and Guides: Looking at Different Types of Leaders – Forbes Article by Joe Folkman

The post Episode 58: Heroes, Zeros, and Guides appeared first on ZENGER FOLKMAN.

Subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics, to read his latest research.

• We found that some behaviors were less helpful in changing others. We found two that had little to no impact, thereby providing useful guidance on what not to do. They were being nice and nagging.
• Don’t just solve problems; recognize them. Change initiatives work best when everyone’s sight is fixed on the same goal.
• Leaders who excel at driving change will challenge even the rules that seem carved in stone.
• To help people change, you need to clear away the competing priorities and shine a spotlight on this one change effort. Leaders who do this well have a daily focus on the change effort, track its progress carefully, and encourage others.

Connect with Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 57: 7 Things Leaders Do To Help People Change appeared first on ZENGER FOLKMAN.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

The Value of Communication and Honesty– Forbes Article by Jack ZengerLying for Who We Are– Kevin LEavitt and David M. Sluss

The post Episode 55: The Value of Honesty appeared first on ZENGER FOLKMAN.

Subscribe to Joe Folkman’s LinkedIn Newsletter Leadership Psychometrics, to read his latest research.

Connect with Joe Folkman

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and join in a conversation about their latest research in leadership development. Find out more information and register here.

The post Episode 54: The Rapunzel Effect– Connecting to the Outside World appeared first on ZENGER FOLKMAN.

Register for our upcoming webinar, How to Build Positive Work Relationships.

Learn more about our short course Mastering Confidence: Build a Presence that Elevates Performance.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

The 3 Keys to Relationship Building that Separate the Brightest and Best– Forbes Article by Jack Zenger

The post Episode 52: How the Best Build Better Relationships first appeared on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

7 Traits of Super-Productive People-Article by Jack Zenger and Joe Folkman

Developing Strengths or Weaknesses– Leadership Study:  Compelling evidence supports the idea that leaders who focus on their strengths have greater success in their development plans. Thought leader Jack Zenger illustrates why building strengths is the key to a strong development plan.

The post Episode 35: 7 Traits of Super Productive People appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

How Problem Solvers Can Learn To Sell– Article by Joe Folkman

Zenger Folkman’s Leadership eBooks– Enjoy our complimentary eBooks filled with groundbreaking research, compelling interviews, and practical solutions to everyday leadership issues.

The post Episode 29: The Best Problem Solvers Are Solution Sellers appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

3 Ways To Cure The Disease of Distractions, How To Get Focused– Article by Jack Zenger

How To Get Focused– Article

Zenger Folkman’s Leadership eBooks– Enjoy our complimentary eBooks filled with groundbreaking research, compelling interviews, and practical solutions to everyday leadership issues.

The post Episode 28: Controlling The Disease of Distractions appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

3 Ways To Cure The Disease of Distractions, How To Get Focused– Article by Jack Zenger

How To Get Focused– Article

Zenger Folkman’s Leadership eBooks– Enjoy our complimentary eBooks filled with groundbreaking research, compelling interviews, and practical solutions to everyday leadership issues.

The post Episode 28: Controlling the Disease of Distractions appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

Research: 7 Ways to Become a More Resilient LeaderWhat Makes Some People More Resilient Than Others

Music: Pleasant Pictures

The post Episode 27: What Makes a Leader Resilient? appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

Articles: Are Women Better Leaders Than Men, Research: Women Score Higher Than Men in Most Leadership Competencies Music: Pleasant Pictures

The post Episode 23: Are Women Better Leaders Than Men? appeared first on ZENGER FOLKMAN.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register here.

Article: Do Leaders Improve With Age?  Music: Pleasant Pictures

The post Episode 22: Why Leaders Are Not Improving With Age appeared first on ZENGER FOLKMAN.

Many qualified candidates that are ready to be promoted never see it happen. But what if this common problem that leaders experience could be solved with one overlooked leadership quality. If you want to move up, then research shows you need to start working on your strategic thinking skills. In this episode, we will be discussing not only how to be a strategic thinker but how to help others perceive you as one.

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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

Article: Developing Strategic Thinking Skills: The Pathway to the Top Music: Pleasant Pictures

The post Episode 21: Strategic Thinking–The Skill Required for Advancement appeared first on ZENGER FOLKMAN.

Many qualified candidates that are ready to be promoted never see it happen. But what if this common problem that leaders experience could be solved with one overlooked leadership quality. If you want to move up, then research shows you need to start working on your strategic thinking skills. In this episode, we will be discussing not only how to be a strategic thinker but how to help others perceive you as one.

• LinkedIn
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Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman, and join in a conversation about their latest research in leadership development. Find out more information and register at https://zengerfolkman.com/webinar-registration/.

Article: Developing Strategic Thinking Skills: The Pathway to the Top Music: Pleasant Pictures

The post Episode 21: Strategic Thinking: The Skill Required For Advancement appeared first on ZENGER FOLKMAN.

In this episode, we are talking about teams and what leaders can do to transform them to be more positive and powerful.

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SHOW NOTES:Article: The Power of Teams: A Lesson In Leadership From A Siberian Husky Music: Pleasant Pictures

The post Episode 14: The Power of Teams appeared first on ZENGER FOLKMAN.