Podcast appearances and mentions of jack zenger

We know the name Achilles because of Brad Pitt and Hollywood or we may have read the Iliad.  He was a famous mythical Greek hero whose body was invulnerable, except for the back of his heel.  His mother plunged him into the river Styx to protect his body, but her fingertips covered the heel, leaving it vulnerable.  Research by Dr. Jack Zenger identified four common elements which comprise Achilles' heels for leaders. Blind spots are a problem for all of us.  We can't see our foibles, issues and problems, but they are blindingly obvious to everyone else working for us.  Remember, subordinates are all expert “boss watchers”.  They examine us in the greatest detail every day, in every interaction. Let's examine what Zenger found and see what we can learn as leaders. Lacking Integrity Not too many leaders would be saying they lacked integrity about themselves but that may not be how they are seen by their subordinates.  The organization may be zigging but we decide to zag.  We don't agree with the policy, so we decide to head off in another direction.  There may be promulgated values developed in the senior executive suites and we are not modelling the correct behaviour.  Maybe our big leader egos can't admit mistakes or when we are wrong. We try to bend logic and justify our way out of the situation.  Maybe we say one thing and do the precise opposite of what we are preaching.  “Do what I say, not what I do” – does this sound familiar? Not Accountable “Of course, I am accountable – what nonsense”, may be our first reaction.  We may be telling our boss that the poor results of our team are because we haven't been issued with the sharpest tools in the toolbox.  It is all their fault and we are pristine and perfect.  The 360 survey results are a bloodbath, as our subordinates hoe into us for our various failings, but we dismiss the results.  “Piffle. Don't they know what I am facing here.  The pressure, the stress.  No one appreciates how hard I am working. They have no idea what they are talking about”.  Perhaps our decisions are poor and instead of owning them, we push the blame off on to others, particularly other departments.  “If only IT did their job properly.  If only marketing were more professional.  If only sales was pulling their weight”, ad nauseum. Over-Focused On Self It would be difficult to find leaders who don't have this attribute to varying degrees.  You don't see too many wilting violets whisked up into leadership positions.  Self-promotion is a fundamental aspect of getting ahead in business.  The issues arise when it goes to extremes.  Strong leaders can often believe they are in a zero sum game and another's success lessens their own worth and promotion opportunities.  Not cooperating with rivals or even attempting to sabotage them can be some fallout from this attitude.  Subordinates too can be seen as future rivals who might replace the boss, so better to not delegate to, coach or  provide experience for capable people in order to keep them down.  Uninspiring It would be a rare bird of a leader who admitted they were uninspiring.  We easily believe we are a role model for others, that we have credibility and are someone others would want to emulate.  However, we might be a hopeless public speaker, barely able to string two words together without injecting a series of ums and ahs into proceedings. We might be morose, weighed down with the pressure of our position and responsibilities, permanently in a bad mood.  We might be so busy, we are incapable of directing others and wind up dumping work on them minus the WHY and the how bits of the equation. There is a bitter pill for leaders to swallow to overcome their blind spots.  It is called “feedback” and it can often taste sour, jagged and unpleasant.  We cannot see ourselves as our staff see us, so gird your loins and ask for help to be a better leader.  This is never easy, but the alternative of blundering forward, repeating the same errors is not tenable. At some point the organization will have a reckoning with us and it might prove fatal to our careers.  Better to take our medicine early, under our own direction, than hoping for the best and eventually getting the chop.

Details Building a high-performance team isn't just about hiring the right people—it's about leading them in the right way. In this episode of The 90th Percentile, we sit down with leadership expert Jack Zenger to uncover five key behaviors that separate exceptional teams from dysfunctional ones. Based on research from over 66,000 respondents, Jack shares … Continued The post Episode 158: 5 Ways to Build a High-Performance Team first appeared on ZENGER FOLKMAN.

If half your team suddenly quit, would you know why? Research shows that 50% of employees quit because of their relationship with their leader, and it's not because of screaming bosses or impossible workloads—it's because they feel ignored, undervalued, and disconnected. In this episode, Dr. Jack Zenger, CEO and Co-Founder of Zenger Folkman, breaks down what truly drives employee retention and engagement. Backed by data from 200,000 leaders worldwide, Jack reveals the three leadership qualities that make the biggest impact on employees, the cascading effect of great leadership across an organization, and why strategic thinking, inspiration, and results-focused leadership matter now more than ever. We also discuss how you can measure your effectiveness as a leader without relying on complex surveys, as well as the state of leadership in 2025, the impact of AI, and whether leadership training programs are actually working. If you want to keep your best people and build a culture where employees thrive, this episode is a must-listen.   ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: ⁠⁠https://greatleadership.substack.com/

Do you see yourself the same way others see you? What's the difference between self-perception and self-awareness? And why do Mike and Angela both hate fishing? SOURCES:Luis von Ahn, co-founder and C.E.O. of Duolingo; former chair of the board at Character Lab.Paul DePodesta, chief strategy officer of the Cleveland Browns; former baseball executive.Daniel Kahneman, professor emeritus of psychology and public affairs at Princeton University.Michel de Montaigne, 16th-century French philosopher.Barbara Tversky, professor emerita of psychology at Stanford University and professor of psychology and education at Teachers College, Columbia University. RESOURCES:"What Makes a 360-Degree Review Successful?" by Jack Zenger and Joseph Folkman (Harvard Business Review, 2020)."Self-Other Agreement in Personality Reports: A Meta-Analytic Comparison of Self- and Informant-Report Means," by Hyunji Kim, Stefano I. Di Domenico, and Brian S. Connelly (Psychological Science, 2019)."Don't Let a Lack of Self-Awareness Hold You Back," by Tim Herrera (The New York Times, 2018)."Self-Discipline Outdoes IQ in Predicting Academic Performance of Adolescents," by Angela Duckworth and Martin E.P. Seligman (Psychological Science, 2005). EXTRAS:"Personality: The Big Five," series by No Stupid Questions (2024).Big Five Personality Inventory, by No Stupid Questions (2024)."Remembering Daniel Kahneman," by People I (Mostly) Admire (2024)."How Much Personal Space Do You Need?" by No Stupid Questions (2023).Moneyball, film (2011).Moneyball: The Art of Winning an Unfair Game, by Michael Lewis (2003).

Details In this episode of “90th Percentile,” co-hosts Jack Zenger and Bre take a culinary approach to discussing effective leadership development. They compare the essentials of a good family meal to the key components of a successful leadership development plan. Just as family meals become staples due to their simplicity and consistent outcomes, leadership development … Continued The post Episode 140: The Three Key Ingredients for Sustainable Leadership Excellence first appeared on ZENGER FOLKMAN.

Gaming is often dismissed as being purely recreational, but it's actually an highly effective tool for learning and team development.  Today, Alex Suchman joins me to dive into a topic that leaders often overlook. Alex is the CEO and Co-founder of Barometer XP, a Games-as-a-Service company committed to creating positive impact through play. Its holistic, human-focused approach leverages fun and creative challenges to help teams build healthy relationships, elevate diverse perspectives, foster change, and catalyze innovation. Alex is a woman on a mission to transform workplaces from the inside out.  I hope today's episode inspires you to leverage the creative power of play. Mentioned in this episode: - PMP: https://www.pmi.org/certifications/project-management-pmp - Association for Talent Development conference (ATD23): https://atdconference.td.org/ - DISC Assessment: https://institutesuccess.com/assessment/disc/ - Myers-Briggs Personality Type: https://www.themyersbriggs.com/ - Clifton StrengthsFinder Assessment: https://www.gallup.com/cliftonstrengths/en/254033/strengthsfinder.aspx - "Using the Stages of Team Development" by Judith Stein: https://hr.mit.edu/learning-topics/teams/articles/stages-development - "Research: Women are Better Leaders During a Crisis" by Jack Zenger and Joseph Folkman: https://hbr.org/2020/12/research-women-are-better-leaders-during-a-crisis - "An 'Epidemic' of Loneliness Threatens Health of Americans, Surgeon General Says" by Margaret Osborne: https://www.smithsonianmag.com/smart-news/an-epidemic-of-loneliness-threatenes-health-of-americans-surgeon-general-says-180982142/#:~:text=In%202021%2C%2049%20percent%20of,an%20almost%2070%20percent%20drop. Connect with Alex: - LinkedIn: https://www.linkedin.com/in/alexandrasuchman - Website: https://www.barometerxp.com/ - Instagram: https://www.instagram.com/alexbxpteams/ Ambition Unboxed Community: - Connect with other ambitious women in our FB Group at www.facebook.com/groups/ambitionunboxed. - Join the Ambition Unboxed Book Club at www.ambitionunboxed.com - Love this episode? Ambition Out Loud is community supported.  Your financial contribution partners in our mission to advance women in leadership by providing critical resources and support to mitigate the barriers women+ face as we rise. You can fuel our ambition at https://www.buymeacoffee.com/ambitionunboxed, and thank you!

Jack Zenger and Joseph Folkman with The Gottman Institute talk about how much praise is ideal in the workplace Episode 1041: The Workplace: The Ideal Praise-to-Criticism Ratio by Jack Zenger and Joseph Folkman with Gottman on Giving and Receiving Feedback at Work The Gottman Institute understands that the human family is in crisis, and that all individuals are capable of and deserve compassion. It is their mission to reach out to families in order to help create and maintain greater love and health in relationships. They are committed to an ongoing program of research that increases the understanding of relationships and adds to the development of interventions that have been carefully evaluated. It is their goal to make their services accessible to the broadest reach of people across race, religion, class, culture, sexual orientation, and ethnicity. Want to improve your marriage in 60 seconds or less? Over 40 years of research with thousands of couples has proven a simple fact: small things often can create big changes over time. Got a minute? Sign up for The Gottman Institute's Marriage Minute at http://OLDPodcast.com/marriage The original post is located here: https://www.gottman.com/blog/the-workplace-the-ideal-praise-to-criticism-ratio/ Visit Me Online at OLDPodcast.com  Interested in advertising on the show? Visit https://www.advertisecast.com/OptimalStartUpDaily Learn more about your ad choices. Visit megaphone.fm/adchoices

Jack Zenger and Joseph Folkman with The Gottman Institute talk about how much praise is ideal in the workplace Episode 1041: The Workplace: The Ideal Praise-to-Criticism Ratio by Jack Zenger and Joseph Folkman with Gottman on Giving and Receiving Feedback at Work The Gottman Institute understands that the human family is in crisis, and that all individuals are capable of and deserve compassion. It is their mission to reach out to families in order to help create and maintain greater love and health in relationships. They are committed to an ongoing program of research that increases the understanding of relationships and adds to the development of interventions that have been carefully evaluated. It is their goal to make their services accessible to the broadest reach of people across race, religion, class, culture, sexual orientation, and ethnicity. Want to improve your marriage in 60 seconds or less? Over 40 years of research with thousands of couples has proven a simple fact: small things often can create big changes over time. Got a minute? Sign up for The Gottman Institute's Marriage Minute at http://OLDPodcast.com/marriage The original post is located here: https://www.gottman.com/blog/the-workplace-the-ideal-praise-to-criticism-ratio/ Visit Me Online at OLDPodcast.com  Interested in advertising on the show? Visit https://www.advertisecast.com/OptimalStartUpDaily Learn more about your ad choices. Visit megaphone.fm/adchoices

Have you ever met a person who had a deeply profound effect upon you? And what was the relationship between that impact and the degree to which they listened and understood you personally and uniquely? Today I have Jack Zenger back for the second part of this interview about what great leaders actually do. They don't do what most people think listening is. They do something very different to that, and that makes all the difference. By the end of this episode, you will understand the difference between what average listeners do and what great listeners do, and how that can be life changing. Discover more from Jack here: https://zengerfolkman.com/ Join my weekly newsletter at GregMcKeown.com/1mw Learn more about my books and courses at GregMcKeown.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Today I have invited Jack Zenger to the show. Jack has spent, if you can believe it, five decades and then some working as an entrepreneur and also an academician. He's the CEO and co-founder of Zenger Folkman. He was a faculty member at USC and later taught at Stanford's Graduate School of Business, but beyond all of this, what Jack Zenger is really all about is relevant data. So that instead of just saying, "Well, this is what I think about the world," he actually has captured the data to distinguish between what we think and what is real. Discover more from Jack here: https://zengerfolkman.com/ Join my weekly newsletter at GregMcKeown.com/1mw Learn more about my books and courses at GregMcKeown.com Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of the Radical Candor Podcast, Kim, Jason and Amy discuss the message quiet quitting is loudly sending to bad bosses and managers of managers.  We know that relationships don't scale, but culture does. This means that while you can't have a close relationship with every person who reports to the people who report to you, practicing Radical Candor with the people you manage can impact how they interact with the people they manage and so on.  On the other hand, if toxic stew is flowing from the top and being passed down from executives to managers of managers to individual contributors it should come as no surprise that people in this type of environment are disengaged at work. Radical Candor Podcast Episode at a Glance A recent piece in Harvard Business Review by Jack Zenger and Joseph Folkman Quiet Quitting Is About Bad Bosses, Not Bad Employees shares data they gathered on almost 3,000 managers who were rated, by five direct reports on average, on two data points:  Employees' ratings of their manager's ability to “balance getting results with a concern for others' needs.” Employees' ratings of the extent to which their “work environment is a place where people want to go the extra mile” — what they called “discretionary effort.   Managers who were rated the highest at balancing results with relationships saw 62% of their direct reports as willing to give extra effort, while only 3% were quietly quitting. Whereas the least effective managers had three to four times as many people who fall in the “quiet quitting” category compared to the most effective leaders. They found 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.” On this episode of the Radical Candor Podcast, Kim, Jason and Amy pose a few questions to managers of managers: Are you holding managers accountable for the engagement of their team members? Are you looking at relative engagement scores? Even if engagement scores for your company are lower than average deviations from the mean within your organization matter.   If you have managers reporting to you who are underperforming on team engagement in comparison to their peers, you should be treating this as an urgent situation. Radical Candor Podcast Checklist Get curious about why some people on your team are disengaged. If you have managers reporting to you who are underperforming on team engagement in comparison to their peers, you should be treating this as an urgent situation. Ask yourself whether or not you have truly fostered a culture of Radical Candor. Do your employees feel valued, cared for and appreciated? Are their roles clearly defined? Are there opportunities for them to learn and grow? Do they feel like they can come to you with concerns? If the answer is no, you need to focus on building a culture of trust. Have “speak-truth-to-power” meetings. If you're a manager of managers, it's difficult to have visibility into every single thing that's going on. Speak-truth-to-power meetings are an effective way to get clear information from the people who report to the people you manage. Remember, relationships don't scale, but culture does. This means that while you can't have a close relationship with every person who reports to the people who report to you, practicing Radical Candor with the people you manage can impact how they interact with the people they manage and so on. Without a culture of trust, which has been identified as the most important factor in determining engagement, you've already failed. Sometimes it's not you, it's every authority figure ever. As the boss getting feedback from employees you might often feel like a projection screen for everyone's unresolved authority issues. When it comes time to give feedback to your boss, it can be helpful to remember that. Take a step back from both roles and try to see everyone you're working with as simply people. When you remove hierarchy from the situation, it all looks and feels much more straightforward.   Radical Candor Podcast Resources Quiet Quitting Is About Bad Bosses, Not Bad Employees Is Quiet Quitting Real? How to Manage Managers 6 Ways to Roll Out Radical Candor Like a Boss 2 Questions To Ask To Avoid Working For A Bad Boss Skip Level Meetings: A Quick Start Guide The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt: Sutton, Robert I.: 9781328695918 Acceptance: A Memoir Hardcover - Nietfeld, Emi

Quiet Quitting is a new name for an old behavior คือประโยคที่ Jack Zenger และ Joseph Folkman สองหัวเรือแห่งบริษัท Zenger/Folkman ซึ่งเป็นที่ปรึกษาด้าน leadership development ให้คำนิยาม ซึ่งค่อนข้างตรงกับคำกล่าวหนึ่งในภาษาไทยว่า “เหล้าเก่าในขวดใหม่” กล่าวคือ แท้จริงแล้วกระแส quiet quitting ที่ถูกพูดถึงอย่างกว้างขวางทั่วโลกในขณะนี้ไม่ใช่สิ่งใหม่ที่เพิ่งเกิดแต่อย่างใด หากแต่เป็นสิ่งที่มีมาอยู่ตลอดเพียงแต่ใช้คำใหม่ให้ดูโก้ดูทันสมัยขึ้นเท่านั้น เปรียบดั่งการเทเหล้าเก่าลงในขวดใหม่ก็เท่านั้นเอง แล้วสิ่งที่มีมาอยู่ตลอดที่ว่านี้คืออะไร วันนี้เรามาหาคำตอบไปพร้อมกัน A Cup of Culture ———– วัฒนธรรมองค์กร Corporate culture Organizational culture

Ep. 111 - According to research published in HBR involving 17,000 managers, the average manager received their first leadership training 10 years after they began supervising. That's crazy if you think about it. There is no other job for which we'd think it's ok to practice it for 10 years before getting trained in it. In this week's episode, we're going to talk about the specific costs and risks of delaying leadership training. I will share why it matters so much to set yourself up for success in your role with leadership training as soon as possible. — RESOURCES MENTIONED — “We Wait Too Long to Train Our Leaders” by Jack Zenger, article published in Harvard Business Review (HBR) Ramona's 12-week Leadership Accelerator that helps new managers confident and competent leaders people love to work with! — WHAT NEXT? — Grab your copy of Ramona's best-selling new book 'The Confident & Competent New Manager: How to Rapidly Rise to Success in Your First Leadership Role': https://www.amazon.com/dp/B0B1CTLZ4V If this episode inspired you in some way, take a screenshot of you listening on your device and post it to your Instagram Stories, and tag me @ramona.shaw.leadership or DM me on LinkedIn at https://www.linkedin.com/in/ramona-shaw Are you in your first manager role and don't want to mess it up? Watch our FREE Masterclass and discover the 4 shifts to become a leader people love to work for --> www.ramonashaw.com/masterclass Don't forget to invest time each week to increase your self-awareness, celebrate your wins, and learn from mistakes. Your career grows only to the extent that you grow. Grab your Career Journal with leadership exercises and weekly reflections here: www.ramonashaw.com/shop Love the podcast and haven't left a review yet? All you have to do is go to https://www.ramonashaw.com/itunes and give your honest review. Thanks for your support of this show! — CHAPTERS — 00:00 Preview 00:51 Intro 01:35 Stop Delaying Leadership Training 06:21 First Risk: Developing Ineffective Habits 11:04 Second Risk: Not Learning From Other's Mistakes 12:54 Third Risk: Missing Your Window of Peak Learning 15:54 Recap 18:19 Outro

Andy Champion: Hello everyone. My name is Andy Champion. I’m the vice president and general manager of Highspot here in EMEA. Delighted to welcome you to this latest installment of the Win Win podcast. Joining me today, I’m delighted to speak to Scott Edinger. He’s somebody that I've spoken to before. He is a deep expert in his field, and he advises many companies globally on how to drive consistent growth. He has over 40 articles published in the Harvard Business Review and has contributed to over 50 articles in Forbes. Scott, welcome to the podcast. Scott Edinger: Thanks for having me, Andy. I’m excited to be here and talk with you again. ANDY: Always good to get back together. So Scott, there’s a few topics that I want to touch on today. And the first one I want to start with is this concept of the great resignation. It’s something that I think that, you know, is a topic of conversation with business leaders that I talk to, and it’s been causing quite a stir. Now, I think it’s fair to say there’s been a talent shortage for quite some time now. It’s nothing new. We as sales and revenue leaders have always sought to get the best possible talent. But I think what has changed is the pandemic has caused, I think, a pause in that natural talent lifecycle. It’s caused people to pause and to delay decisions, but as we come out of the pandemic, I think what I’m starting to see is that people are taking this moment to reevaluate their positions, to reevaluate the companies that they work for. But more importantly, I think they’re really taking a long, hard look at the people that they work with and specifically their managers. So I wanted to start there and just get your take on, are people starting to leave companies, or is it really that old adage of “People don’t leave companies—they leave managers”? SCOTT: Yeah, I very much think it’s the latter. I believe it was the people at Gallup, famous for their organizational surveys, who coined that phrase many years ago. I think it might be like 20 years ago. People don’t leave organizations, they leave their managers. And as much as we have this great resignation upon us, as it were, you know 10 years ago, we were calling this the war for talent. And I was reading some statistics about this great resignation and we certainly have much lower unemployment than we have had, but even the total number of people leaving the workforce, while statistically significant, isn’t dramatic, at least in the U.S. statistics I was looking at. So, it’s not like people who need to work are all of a sudden dropping out of the workforce. I mean, there are people who perhaps don’t need to work who are reevaluating. You know, like you said, the pandemic gives us this great pause to say what’s important in my life. And there is, without a doubt, people who are saying, “Look, I’m not going to work” or “I’m not going to work like I was.” And definitely there’s an Exodus from the workforce from that. But people who are either sales professionals or engineers or in technology, whatever their roles are, it’s not like they’ve decided all of a sudden, well, I’m just resigning. They’re going someplace else for something better. And they’re looking for something more from the organizations and I think most importantly from their leaders. So I think it’s very much that latter idea, “What more am I getting from my leader?” ANDY: And I know that that’s a sort of a starting off point for us on a few topics here. And you know, maybe we explore that briefly. When you look to leaders and great leaders, what are some of the core components? What are some of the core behaviors that you see come up time and time again that differentiate the good from the great? SCOTT: Well, it’s been a dozen years since I wrote my first book. I just realized, I was going to say 10, and now I realize it’s actually closer to a dozen. And that book was called The Inspiring Leader. And I wrote that book along with Joe Folkman and Jack Zenger. And one of the analyses that we had done was to identify which leadership characteristics were most powerful—in particular, which leadership characteristics were most powerful in driving engagement and commitment. One would think that this is the key to retention, right? So amidst all of these leadership competencies, one really stood out as strongly important. The book title gives it away: the inspiring leader. It’s the ability to inspire and motivate high performance. Now on the surface that may not seem revelatory, right? It’s like, okay, so someone who’s inspiring—this drives commitment, engagement. I can totally see, you know, we all want to be inspired. We all want to have that kind of leader in the workplace. But when you start to break that apart and say, so what is it that makes a leader inspiring? Then you start to get to some really valuable ideas, especially as it relates to this great resignation, war on talent, whatever the next iteration of it’s going to be. Because again, people don’t leave companies, they tend to leave their managers. So some of the things we found were most valuable was this idea of developing talent. Coaching and developing talent. People were loath to find another opportunity when they worked for someone who invested strongly in their development, who coached them, who helped them to advance in their career. When you find that, even if there’s better companies, you may find yourself in a really wonderful opportunity with that kind of growth—particularly, I’ll say this, if you’re between the ages of—call it 25 and 45. Which, by the way, is where we see most of the resignation happening, some in the 45 to 55 range. But the more concerning part of the great resignation is in the 25 to 45 year-old group. ANDY: And maybe we can unpack that a little bit. You know, I’m fascinated around this concept of the culture of coaching. It really resonates as I reflect on my career and it certainly resonates with many of the individual contributors and salespeople that I talk with. And I think it also aligns with how at Highspot we think a lot about consistent execution at scale: How do we help everybody succeed? How do we help everybody make their best contribution? So I wonder if you can sort of unpack that a little bit for us and talk exactly about what does good coaching look like, and why does it matter so much? SCOTT: Well, when you consider good coaching, you know, it’s usually not in the form of just telling people what to do. Really good coaching is about investing in someone’s development, helping them to get the right kind of training, the right kind of, call it formal education. But then when they’re back on the job, helping them to actually get better at those skills, whether they be selling skills, coding skills, management skills, leadership, even other coaching skills. So if you consider this idea of investing in the initial growth for people, send them to proper training, But then when they’re back from that, how do you engage with them regularly to help them to improve? Are you able to observe them in action? Are you able to give them proper guidance? Are you able to invest your time in helping them to get better at their job? I’ll give you an interesting hypothetical here. So if you are interviewing for a job and the manager that you are talking with shares with you all of the really wonderful elements and all the great parts of the company and their benefits. And, you know, maybe we have a sushi chef here once a month, whatever, the foosball table, whatever these things are. They spend their time on this and how great the company is. That’s interview number one. The second interview includes all of that. But that manager says, “A vital part of my success is investing in your development. So I’m going to spend a lot of time and coaching on you. I’m going to spend a lot of time helping you to get better at your job. That way you can drive greater success.” Which of those sounds more enticing? Both companies may be good, but I think it’s pretty obvious to me, which one I’d want to go with. ANDY: Yeah, for sure. And one of the things that I wish I’d learned earlier in my career was just how big a determinant of my success my leader and their line manager was. I only came to realize that fairly late on, and I think it was a big mess on my part. SCOTT: Well, I got lucky on that one. I’ll share a quick story here. When I was 25 years old, I had the second interview. I had a manager who said to me, “You know, I'm going to really invest in your development, in your growth.” Now, the funny sidebar there is that months after I was on the job—and this person rode me pretty hard on a number of things. His name is John Robens, great manager. Great, great coach. But when we talked about that, he said, “By the way, none of that is altruistic.” He’s like, “I’m not doing that just for the sake of doing it.” He was like, “I want you to grow. I want you to develop. I want you to be successful. But I know if you do that, you’re going to do a better job for me. We’re going to have more success. We’re going to hit our numbers.” There was a lot of things involved with that. So I think if you are a job seeker thinking about this, or if you’re in a job someplace thinking about your manager, or if you are managing others and looking to hire, this is a really wonderful lens to put over the hiring process. And even more importantly, how you do your job, how you go to work every day, really focusing on developing others and helping them to grow. And that really is the key to coaching. ANDY: I mean, there’s no downside for this, as you say, whether you are the manager looking to attract talent or whether you are the job seeker looking for your next role. But you know, there’s another aspect to this, right? And that’s this: What about the people that are staying? What about the people that are remaining in their jobs? This should be applying to them as well. And this could be a conversation that they can have with their manager. SCOTT: If you’re evaluating, leaving someplace, if you are a part of the great resignation, you want something better, it costs you nothing to try to ask for that at your current location. And one of those things can be, “What kind of development is available for me? What kind of coaching? How am I going to get better? Improve my ability to bring value to a job?” You know, you have to believe that ultimately your ability to bring more value equals greater compensation, greater degrees of freedom, all the things that are important to people in this pandemic resignation—whatever moniker we’re going to give it next. ANDY: Yeah, it makes a lot of sense. One other aspect of this conversation that I’d be really interested in your take on is the dynamic between the manager and the individual, whether you're seeking a job or whether you’re in a current job. I agree with you asking for that development is really important, but where does the balance lie between me as the individual owning my career development and owning my growth and the manager inputting into that or providing the guidance. Where does the responsibility sit? Is it with me to drive my own career? Is it with my manager? How does that work? SCOTT: Well, I think self-determination notwithstanding, we all have a responsibility for our career and where we’re headed in our career. You know, where you don’t necessarily have the responsibility, if you are an employee, is perhaps to kick in the financial resources—though, bookmark that maybe if you want to. If there’s something special you want to do for your growth and development and maybe a company offset there, or maybe you expect the company to fund it. But I think each of us has to be able to say, “Here’s where I need to grow. Here’s where I want to improve my abilities, my skill sets. These are the competencies or areas of focus I want to get better at or to acquire.” I think we each have to do that, but it can’t be done in a vacuum because you don’t work alone. So being able to go to your manager, to your leader, the vice president, the CEO, whoever that may be and say, “Where do you need more from me?” And how do we come together on a vision for what my improvement looks like, getting to that proverbial next level in terms of skill development, in terms of knowledge, in terms of capacity. And what does that look like? And being able to drive that together. In a good company, managers are doing that in collaboration with individuals who are taking responsibility for their own. That’s ideal. You can imagine there’s plenty of non-ideal scenarios where people are driving all of their own development or the company’s trying to get blood from a turnip and trying to get, you know, lots of growth out of people who either don’t have the potential or don’t want to. We see that plenty too. ANDY: So, Scott, one of the things I remember reading some time ago was a quote by Richard Branson and it went something along the lines of, “Hey, you know, train people well enough so that they can leave. But treat them well enough so that they don’t want to.” I'm really interested in exploring that through the lens of the people that are staying and how we should think about balancing all of this investment in them so that they might actually be able to go and get a better job. SCOTT: Yeah. That Richard Branson character has a good idea now and then, doesn’t he? This is, I think, such an important point, because of all the talk about everybody leaving, the great resignation and the drama of it, it's really easy to forget about everybody who’s staying. They're the backbone of your business. So when I wrote that book, The Inspiring Leader, this notion that inspiring and motivating was one of the top factors in people not leaving their company. And for those who are most inspiring and most motivating in terms of getting the most out of other people, the ability to develop talent was a key factor. The Richard Branson story reminded me of another story of a vice president of customer service, talking with a CFO about significant investment in training and development. And the CFO responds to the VP of customer service and says, “Well, what if we spend all this money on them and they leave?” And the VP of customer service sort of says, “Oh, that’s a good point.” And responds with, “What if we don’t invest much in their development…and they stay?” Really sort of puts a point on the idea. You’ve got a lot of people that are staying. In fact in just about every business you have many more that are staying than are leaving. The people who are staying are the real issue for you. And how are you going to invest in their development, make them better at executing your strategy, make them better at interacting with and providing value for customers? This is ultimately the heartbeat of your strategy: the experience that you provide, not just what you provide, but how you provide that. So making sure that you’re investing in people and their growth is one of the things that I have seen that make people really reluctant to leave a situation, even when there are better jobs available. When they’ve got really great management, they’re growing, they’re developing, they’re stretching themselves, at least as long as the job opportunities are comparable here. The people are reluctant to leave when they’re in that situation. It also has the added benefit of helping you to compete better in the marketplace. So you have this really wonderful synergy of factors here of both making people more committed, more engaged in their work and getting better results. Like the manager, John Roben, who I mentioned to, you said to me, you know, “It’s not just altruistic.” Here is a definite gain for the business here that they're after. And that’s laudable. In commercial enterprise you’re allowed to do that. ANDY: And I really love that because I think there’s some gold dust in there that I want to be very specific about. You know, when typically when we look across a population in a given company, perhaps in a specific role, you see a bell curve of performance, right? You have far more mid-performers than you do low performers and high performers. And I think, you know, the temptation can often be as a manager just to focus on, “Hey, if I can get my high performers to perform another 10% better, that’s where my big output is,” but I think what I’ve seen, and one of the things that we focus on, is actually taking some of that time and shifting your mid-performers up by 5% can actually pay off way, way, way more, because you’ve got so much more of them. The concept that I often talk about is the frozen middle. It's just interesting to me. Does that align with your experience? SCOTT: Yeah, I’d say there’s a couple of frozen parts. You know, typically when people talk about—this is such an important point—when people talk about coaching and performance management improvement, they almost always gravitate to improving poor performance. And that is not what you and I have been talking about here at all. We’re not talking about trying to remediate poor performers and get them to be okay. We’re trying to take, you know, the entire bell curve, like you said that frozen middle, and shift it to the right to improve everybody’s performance. And I’ll say here that the people most likely to benefit from your coaching, who are most likely to contribute that much more to your business results—it’s certainly true in sales and in technical fields where I’ve seen it—are the high performers. And managers tend to say, “I’m just going to get out of their way and let them do their job.” But there’s a ton of value in saying, “No, I’m going to double down here. I’m going to invest a lot of time, effort, energy, maybe money, in helping them to get that much better, because they’re in complex jobs where the value that they can contribute is even greater.” So in everything we’ve been talking about coaching, in my mind, I’ve not been thinking about poor performers at all. I’ve been thinking about average and really strong performers and getting them better because they’re the ones that contribute value. Usually the poor performers we spend a lot of time coaching and investing in performance management with them. If I had a nickel for every time someone got on a performance improvement plan that got off of it and became a top performer, I’d have about 75 cents. It doesn’t happen very often. A lot of effort goes there that isn’t as valuable. ANDY: So as we wrap up, I want, I just want to come back to where we started, and that’s the great resignation. And we’ve discussed the importance of coaching in every situation, how there is no downside for the individual, the manager, or the company. Everybody benefits here. Just as we wrap up, I just want to touch on briefly, what does good coaching look like? And how does that manifest itself in, for example, the sales job? SCOTT: Yeah. Well, I think that, you know, I've drawn from a few different bodies of work for this, but one in particular, Dr. Anders Ericsson, professor of psychology at Florida State University wrote a book called Peak. As in peak performance, P-E-A-K. And most of you listening would not know Dr. Ericsson, but you’ve probably heard of the 10,000-hour rule popularized by Malcolm Gladwell. And that was an extrapolation of the research that Dr. Ericsson had done. I’m going to give you the short version here on what really makes the difference. The short version is, 10,000 hours isn’t the key. It might be less than 10,000 hours. It might be more than 10,000 hours. There’s certainly a significant amount of practice involved in developing expert performance, but there’s no magic in 10,000 hours. According to Dr. Ericsson, who I had a chance to sit down with a few years ago, the real magic is something we’d call deliberate practice. And that has a few conditions that we as leaders and that we as leaders and coaches can apply to our work every day. The first of which is that you’ve got to have a model for success. What does good look like? I’ll share them and then I’ll do a quick brief on each of these. You've got to have a model of what good looks like. And then second, you have to have a chance to practice against that model. You have to try to do it like the model. Third, while being observed by an expert who really understands number one, what great looks like, and then, four: again. So if you think about any instrument or sport—you know, my daughter’s a violinist. She doesn’t listen to a piece of music once to get what good looks like or great looks like. She listens to it a lot. And she watches how the teacher moves their fingers along the frets and uses the bow and everything. And she watches that very carefully and then she mimics it while being observed. And then she gets feedback: what worked, what didn’t work. So she gets that observed feedback on what worked and what didn’t work. Then she goes back and does it all again. And she doesn’t do that once. She does it dozens and dozens of times, I’m going to say hundreds of times, given how much I’ve listened to some practice (delightful in our house). But still, you know, nonetheless, you’ve got to do it a lot, whether it is learning to play a sport or an instrument, or be an effective seller. And you asked me specifically about that. So I’ll go take a quick dive on that. So number one, in sales, you’ve got to have a good model of what success looks like. What do you want your people to do differently? It’s not just generate revenue. That’s the outcome. What are the specific behaviors? From asking questions to positioning your solutions, helping clients to see issues that they hadn’t considered, helping them to understand problems in a different way so that they can develop some kind of insight. These are the things we tend to want salespeople to do. That’s the backbone of every consultative or solution sales course out there. You got to give them that model. I think sending them to a few days of training and expecting them to absorb it and integrate at one time is probably as unrealistic as listening to a piece of music one time and then expecting someone to play it perfectly. So then they’ve got to have the chance to go practice that while being observed by a manager or another expert. And when I say practice that, I’m going to suggest that you don’t want people to practice on your best customers, your top prospects. You want safe environments where they can get it right and make a few mistakes. That’s not great when you’re negotiating million-dollar deals. So you want to have that chance to practice these skills while being observed by someone who afterward can say, “Here’s what good looks like. Here’s what you did. Here’s what I saw. I liked that. Keep doing that. Change this. You remember when that happened with the customer, how you said that and they responded kind of negatively? I think you didn’t ask the right thing there.” Whatever these things start to look like. And then to say, okay, when that happens once, then you’ve got one iteration. And if Malcolm Gladwell said the average was around 10,000 hours, how many sales calls do you need to develop not expert, but at least strong performance? So that gives you a bit of a model. It’s like, have the model of what great looks like, have a chance to practice against that. Be observed with it, get feedback on what worked, what didn’t, and start all over again. You can apply that to any sport, skill, competencies… ANDY: You know, the beauty here that I think as leaders, as managers, our key currency is behavioral change. Long-term behavioral change to help our people achieve their personal objectives, their career goals. And that’s, I think, as we’ve talked about all throughout this, very, very closely aligned to the company goals and the aspirations that we have. Scott, thank you so much for your time today. SCOTT: My pleasure. ANDY: I think what I take away from this is that one of our best defenses as leaders in and around this great resignation is to continue to invest in our people to create that culture of coaching, using tools like deliberate practice to be a core part of that. This is about going deep on the individual and the skills and behaviors that they need. But also as individuals, when we are looking at our careers, when we’re assessing, do we make a move? Do we stay? Let’s look at the environment in which we’re in, put that alongside the companies that we look at, and make some decisions around where are we going to get that investment and that development? Thank you again for your time. I really enjoyed the conversation. I look forward to the next installment. SCOTT: Yeah, me too. Great to talk with you again, Andy.

Does your daughter think you're a good listener? ⁠Does she know how to be a good listener? We're both working on our listening skills (especially interrupting!) - which is why we did this topic! How empathy makes you a better listener Key steps to being a good listener Good things that happen when we listen effectively Resources: Active Listening, https://raisingchildren.net.au/pre-teens/communicating-relationships/communicating/active-listening 10 steps to effective listening, Dianne Schilling, Forbes,  https://www.forbes.com/sites/womensmedia/2012/11/09/10-steps-to-effective-listening/?sh=74ebab0d3891 Learning to Listen, Princeton University, https://umatter.princeton.edu/connecting/listening Listening Effectively, Raj Soin, Wright State University, http://www.wright.edu/~scott.williams/skills/listening.htm What Great Listeners Actually Do, Jack Zenger and Joseph Folkman, https://hbr.org/2016/07/what-great-listeners-actually-do Fred Rogers, Quotes by Fred Rogers, Good Read, GoodReads

Chip Conley, the author of Emotional Equations and former Head of Global Hospitality & Strategy at Airbnb, joins Dr. Jack Zenger and Dr. Joe Folkman in this edition of the Zenger Folkman podcast series to discuss the role of an elder in offering advice and direction to a younger generation. He draws from personal experiences … Continued The post Bonus Episode: Our Roles in Modern Business, with Chip Conley appeared first on ZENGER FOLKMAN.

Bill Eckstrom is the founder and CEO of EcSell Institute, the world's first and only organization to measure and quantify leadership effectiveness. He is considered one of the world's top authorities in metric-based performance coaching and growth. His book, The Coaching Effect, coauthored by EcSell Institute president Sarah Wirth, helps leaders at all levels understand the necessity of challenging people out of their comfort zone to create high-growth organizations. Find out more about Bill and his services at https://www.billeckstrom.com/ (social media links at bottom of page) and https://www.ecsellinstitute.com/ Find his TEDTalk here: https://youtu.be/LBvHI1awWaI Harvard Business Review article by Jack Zenger with research cited in discussion. --- Send in a voice message: https://anchor.fm/tboc/message Support this podcast: https://anchor.fm/tboc/support

While innovation leaders have the same core behaviors all great leaders have, they carry crucial additional behaviors. Let's discuss the leadership behaviors for innovation leaders, inspired by an article on Forbes by Jack Zenger. Applied to the topic is my own forty years of experience in the innovation space. These behaviors are foundational for innovation leadership success. Fundamentals […]

While innovation leaders have the same core behaviors all great leaders have, they carry crucial additional behaviors. Let’s discuss the leadership behaviors for innovation leaders, inspired by an article on Forbes by Jack Zenger. Applied to the topic is my own forty years of experience in the innovation space. These behaviors are foundational for innovation leadership success. Fundamentals […]

Ryan Smith, Founder and Executive Chairman of Qualtrics, joins Dr. Jack Zenger and Dr. Joe Folkman in this past edition (2016) of the Zenger Folkman podcast series to discuss the story of Qualtrics, a company started in his dad’s basement with a valuation of $2.5 billion 15 years later. Ryan tells the story of Qualtrics, … Continued The post Bonus Episode- Ryan Smith, Founder/Executive Chairman of Qualtrics appeared first on ZENGER FOLKMAN.

With billions of dollars flowing through the global economy, and the competition among companies both large and small, everyone is looking for an edge. Every good manager in every company seeks to motivate team members. He or she wants a high performing team. So managers work to give criticism or should we say "constructive feedback" to employees. Many also praise them. In fact, corrective feedback and praise for a job well done are both needed, but research has shown that an ideal ratio of praise to criticism exists. In the highest performing teams, employees receive over 5 times the amount of positive comment to negative comments. The same researchers also looked at marriages. They discovered the couples that were least likely to divorce shared positive comments more than negative comments. I know, big shock! But amazingly, the positive to negative comment ratio was nearly the same as the workplace --  5 positives to each negative.* This sounds like a very practical understanding of the impact of focusing on whatever is admirable. Another nuance of the word, is whatever is of good report.  When people focus on positive comments, it improves their performance. I'm sure it helps their overall attitude as well! And sharing positive comments also nurtures the marriage relationship. So now you know the secret: 5 positives for each negative. Here's my challenge for you today. Give at least 5 positive comments to other people before you make a single negative comment. *Jack Zenger and Joseph Folkman, "The Ideal Praise-to-Criticism Ratio," Harvard Business Review, March 15, 2013,  https://hbr.org/2013/03/the-ideal-praise-to-criticism Please provide feedback and suggestions at: https://www.sparkingfaith.com/feedback/ Bumper music “Landing Place” performed by Mark July, used under license from Shutterstock.

We know the name Achilles because of Brad Pitt and Hollywood or we may have read the Iliad.  He was a famous mythical Greek hero whose body was invulnerable, except for the back of his heel.  His mother plunged him into the river Styx to protect his body, but her fingertips covered the heel, leaving it vulnerable.  Research by Dr. Jack Zenger identified four common elements which comprise Achille's heels for leaders. Blind spots are a problem for all of us.  We can't see our foibles, issues and problems, but they are blindingly obvious to everyone else working for us.  Remember, subordinates are all expert “boss watchers”.  They examine us in the greatest detail every day, in every interaction. Let's examine what Zenger found and see what we can learn as leaders.   Lacking Integrity Not too many leaders would be saying they lacked integrity about themselves but that may not be how they are seen by their subordinates.  The organization may be zigging but we decide to zag.  We don't agree with the policy, so we decide to head off in another direction.  There may be promulgated values developed in the senior executive suites and we are not modelling the correct behaviour.  Maybe our big leader egos can't admit mistakes or when we are wrong. We try to bend logic and justify our way out of the situation.  Maybe we say one thing and do the precise opposite of what we are preaching.  “Do what I say, not what I do” – does this sound familiar?   Not Accountable “Of course, I am accountable – what nonsense”, may be our first reaction.  We may be telling our boss that the poor results of our team are because we haven't been issued with the sharpest tools in the toolbox.  It is all their fault and we are pristine and perfect.  The 360 survey results are a bloodbath, as our subordinates hoe into us for our various failings, but we dismiss the results.  “Piffle. Don't they know what I am facing here.  The pressure, the stress.  No one appreciates how hard I am working. They have no idea what they are talking about”.  Perhaps our decisions are poor and instead of owning them, we push the blame off on to others, particularly other departments.  “If only IT did their job properly.  If only marketing were more professional.  If only sales was pulling their weight”, ad nauseum.   Over-Focused On Self It would be difficult to find leaders who don't have this attribute to varying degrees.  You don't see too many wilting violets whisked up into leadership positions.  Self-promotion is a fundamental aspect of getting ahead in business.  The issues arise when it goes to extremes.  Strong leaders can often believe they are in a zero sum game and another's success lessens their own worth and promotion opportunities.  Not cooperating with rivals or even attempting to sabotage them can be some fallout from this attitude.  Subordinates too can be seen as future rivals who might replace the boss, so better to not delegate to, coach or  provide experience for capable people in order to keep them down.    Uninspiring It would be a rare bird of a leader who admitted they were uninspiring.  We easily believe we are a role model for others, that we have credibility and are someone others would want to emulate.  However, we might be a hopeless public speaker, barely able to string two words together without injecting a series of ums and ahs into proceedings. We might be morose, weighed down with the pressure of our position and responsibilities, permanently in a bad mood.  We might be so busy, we are incapable of directing others and wind up dumping work on them minus the WHY and the how bits of the equation.   There is a bitter pill for leaders to swallow to overcome their blind spots.  It is called “feedback” and it can often taste sour, jagged and unpleasant.  We cannot see ourselves as our staff see us, so gird your loins and ask for help to be a better leader.  This is never easy, but the alternative of blundering forward, repeating the same errors is not tenable. At some point the organization will have a reckoning with us and it might prove fatal to our careers.  Better to take our medicine early, under our own direction, than hoping for the best and eventually getting the chop.        

Most of us are hungry for feedback. Whether it's from bosses, teachers, family, or friends, we know it's the key to getting better. And the research supports this: frequent, effective feedback improves our motivation and our performance. Yet, when we become managers, we often forget this lesson, which means most of the people we manage don't get enough feedback. And it's not because we don't think it helps. It's often because we're afraid. We worry about hurting people's feelings, demotivating them, or creating conflict. That's why I wanted to read Therese Huston's latest book, Let's Talk: Make Effective Feedback Your Superpower. What I like about her approach is how she humanizes feedback. She asks us to think about our goals. Why are we sharing this feedback, with this particular person, at this time? Then she asks us to think about what's in it for them to receive our feedback. The result is a genuine conversation. It starts with us sharing why we care about their growth and development. It continues with us sharing the challenge or gap as we see it. Then it means listening to understand their point of view, so that we can work together on a solution. Approaching feedback this way can break down barriers. It can also help us overcome our hesitation. Ultimately, it can lead to stronger relationships and higher quality work.  Therese was the founding director of the Center for Faculty Development at Seattle University. She's written for The New York Times and Harvard Business Review. I spoke to Therese on the podcast about her previous book, How Women Decide. Episode Links Avraham N. Kluger Why Do So Many Managers Avoid Giving Praise by Jack Zenger and Joseph Folkman Nine Lies about Work by Marcus Buckingham and Ashley Goodall The Ideal Praise-to-Criticism Ratio by Jack Zenger and Joseph Folkman The Progress Principle by Teresa Amabile and Steven Kramer The 1, 2, 3 Newsletter 6 Things Employees Want to Hear from Their Bosses The Little Things that Make Employees Feel Appreciated by Kerry Roberts Gibson, Kate O'Leary, and Joseph R. Weintraub Research: Men Get More Actionable Feedback Than Women by Elena Doldor, Madeleine Wyatt, and Jo Silvester Why Most Performance Evaluations are Biased and How to Fix Them by Lori Nishiura Mackenzie, JoAnne Wehner, Shelley J. Correll Shelley Correll Katherine Hilton and Stanford Researcher Examines How People Perceive Interruptions in Conversation  Michael Bungay Stanier Crucial Conversations Our Team Learn more about host, Gayle Allen, and producer, Rob Mancabelli, here. How to Support Us If you'd like to support the show, please rate and review us on iTunes or wherever you subscribe, and tell a friend or family member about the show. Ways to Subscribe Click here and scroll down to see a sample of sites where you can subscribe.

How far-reaching is the influence of one bad or good boss? Do they only influence their reports? What about the leaders and managers underneath them? In this episode, we are discussing our research on the trickle-down effect of good and bad leadership. Connect with Jack Zenger on LinkedIn, Twitter, or Facebook. Sign up for our … Continued The post Episode 24: The Trickle-Down Effect of Good and Bad Leadership appeared first on ZENGER FOLKMAN.

Join us for an inspirational conversation with Jack Zenger, organizational and leadership development expert and author, on what he has learned over decades of research about the key ingredient to being a successful leader. Jack's straight forward approach is one we can all use. He also shares with us his current area of study that he hopes will help more women finally advance into the most senior levels of leadership.

Bienvenido a otro episodio de "Líderes Imperfectos: ideas para gestionar a otros, y uno mismo". La cosa hoy va de algo que nos afecta a todos, seamos directores, managers o becarios, y es la comunicación... y concretamente el feedbackSi me acompañas, sabrás:Qué es la técnica Sandwich y por qué es mala idea usarlaCómo saber si estás manipulando a tu interlocutor. Cuál es la relación entre feedback, rendimiento y motivación. El principio fundamental para una cultura de comunicación positiva en tu empresaY qué tiene que ver el feedback con una cuenta corriente... Estaremos encantados de recibir tus comentarios y feedback en podcast@intiva.es, y si tienes curiosidad por saber cómo formamos a managers en todo el mundo en feedback y otras habilidades eres bienvenid@ en www.intiva.es Nota:Your Employees Want the Negative Feedback You Hate to Give, Jack Zenger and Joseph Folkman. Harvard Business Review 2014

Ciela, Maxine, and Terri discuss why being a part of an organization often feels dangerous and the feelings of fear and anxiety that can result. They explore the changing expectations of leaders and organizations in a post-COVID world, why kindness is key at the individual and collective level, the problem with blurry lines between professional and personal relationships, and more.Topics Include:Vulnerability in the workplaceChanging expectations for leaders and organizationsObjective truths vs subjective human experiencesDiversity and inclusionPersonal growth as an organizational goalBelonging–knowing that you are cared for and a part ofBalancing safety and riskAppropriate levels of connection and intimacy with your team and advisorsThe problem with "family" as a core value in the workplaceKindness as a balm for fear and anxiety Being nice vs being kindThe need to ask better questionsAnd other topics......Resources Mentioned:Immunity to Change by Robert KeganBetter Listening by Jack Zenger and Joseph FolkmanWant to connect? Reach out to us online!https://www.questioningwork.com/

In this episode, we are joined by Dr. Jack Zenger and Dr. Joseph Folkman, founders of Zenger|Folkman. Jack and Joseph help leaders become effective bosses, encouraging these leaders to think about their company's vision and brand image when making behavioral changes. Jack and Joseph emphasize that effective leaders improve their strengths instead of trying to change their weaknesses. Lastly, Jack and Joseph share their insights on this common question: Are leaders born or made?

In this episode, we are joined by Dr. Jack Zenger and Dr. Joseph Folkman, co-founders of Zenger|Folkman. We learn how they work with clients to help them become better leaders. We learn about their research and how it is done using hard data and statistical analysis with logical explanations and actionable application. Lastly, we talk in-depth about a recent report that was published in the Harvard Business Review that goes into why Women are better leaders during a crisis.  zengerfolkman.com

Do people consider you a warm person? Or do you rely more on your competence than your likability? Which trait matters more? After searching our database we wanted to know if leaders should aspire to develop warmth or competence. Connect with Jack Zenger on LinkedIn, Twitter, or Facebook. Sign up for our Newsletter for podcast updates and information on our Monthly Leadership Webinar … Continued The post Episode 20: Should Leaders Aspire to Warmth or Competence? appeared first on ZENGER FOLKMAN.

This extended episode is also available as an https://jannastam.medium.com/make-listening-your-superpower-in-2021-ca7f6977e7f2 (article on medium.com) and shares insights taken from some of the audiobooks about listening I've reviewed on my podcast.  Want to add lasting value at work and in personal relationships? In our https://en.wikipedia.org/wiki/Attention_economy#:~:text=Attention%20economics%20is%20an%20approach,only%20so%20much%20of%20it.%22 (attention economy), being a good listener helps you stand out for the right reasons. If we want to build rapport, trust, and collaborative productivity after months of virtual isolation, now seems an ideal time to elevate our listening skills with colleagues, friends, family, and even strangers.  We have everything to gain, including deeper connections, more supportive relationships, better career prospects… and we might even be surprised by what we learn about ourselves. ** If you're interested in learning more about listening skills, check out these articles: https://hbr.org/2016/07/what-great-listeners-actually-do (What Great Listeners Actually Do) by https://hbr.org/search?term=jack%20zenger (Jack Zenger) and https://hbr.org/search?term=joseph%20folkman (Joseph Folkman) (Harvard Business Review) https://www.nytimes.com/2020/01/09/opinion/listening-tips.html?smid=li-share (Talk Less. Listen More. Here's How.) Lessons in the art of listening, from a C.I.A. agent, a focus group moderator and more By https://www.nytimes.com/by/kate-murphy (Kate Murphy) (New York Times) Rate, review, and subscribe to this podcast on Apple, Anchor, Breaker, Google, Overcast, Pocket Casts, RadioPublic, and Spotify Audio production by Graham Stephenson Episode music: Caprese by https://www.sessions.blue/ (Blue Dot Sessions)

This extended episode is also available as an article on medium.com and shares insights taken from some of the audiobooks about listening I've reviewed on my podcast. Want to add lasting value at work and in personal relationships? In our attention economy, being a good listener helps you stand out for the right reasons. If we want to build rapport, trust, and collaborative productivity after months of virtual isolation, now seems an ideal time to elevate our listening skills with colleagues, friends, family, and even strangers. We have everything to gain, including deeper connections, more supportive relationships, better career prospects… and we might even be surprised by what we learn about ourselves. ** If you're interested in learning more about listening skills, check out these articles: What Great Listeners Actually Do by Jack Zenger and Joseph Folkman (Harvard Business Review) Talk Less. Listen More. Here's How. Lessons in the art of listening, from a C.I.A. agent, a focus group moderator and more By Kate Murphy (New York Times) Rate, review, and subscribe to this podcast on Apple, Anchor, Breaker, Google, Overcast, Pocket Casts, RadioPublic, and Spotify Audio production by Graham Stephenson Episode music: Caprese by Blue Dot Sessions

David Sturt is an executive vice president at the O.C. Tanner Company and author of “Great Work: How To Make A Difference People Love.” He has been a driving force and voice of business publishing and management sciences throughout his entire career. In this episode, he joins Jack Zenger and Joseph Folkman to discuss his research … Continued The post Bonus Episode- Doing Great Work with David Sturt appeared first on ZENGER FOLKMAN.

Josh Bersin is the founder and CEO of Bersin & Associates, a leading industry research and advisory firm in enterprise learning and talent management. In this episode, he joins Jack Zenger and Joseph Folkman to discuss his research on bold leadership. Download the eBook of the full interview here. Sign up for our Newsletter for … Continued The post Bonus Episode- Bold Leadership, with Josh Bersin appeared first on ZENGER FOLKMAN.

Despite all research about the nature of leaders, practitioners and scholars still acknowl­edge that many aspects of leadership remain a mystery. In this episode, Jack Zenger addresses one of the key mysteries that seems to consistently defy traditional analysis —how to be an inspiring leader. Download Chapter 1 of The Inspiring Leader. Connect with Jack … Continued The post Episode 15: The Science Behind What Inspiring Leaders Do appeared first on ZENGER FOLKMAN.

It is becoming apparent that the best leaders are good coaches. Assuming that most of us would like to become better leaders, what lessons can we learn from those seen by their colleagues as outstanding coaches? In this episode, Jack Zenger shares six down to earth lessons we can learn from the most effective coaches. … Continued The post Episode 12: Six Lessons From The Most Effective Coaches appeared first on ZENGER FOLKMAN.

The work at home revolution resulting from the COVID-19 pandemic has brought about some of the most dramatic changes ever thrust on leaders. Moving from seeing and speaking personally to direct reports almost every day to occasionally connecting on-line, in conference calls, or on Zoom is a significant change. In this episode, Jack Zenger offers … Continued The post Episode 11: The Checklist of Excellent Virtual Leadership Practices appeared first on ZENGER FOLKMAN.

Productivity improvement lies at the heart of our ability to maintain a high standard of living.  The most effective organizations are those whose productivity gains exceed their competitors. In the episode, Jack Zenger shares solutions from his article, “The Productivity Improvement Steering Wheel: 7 Powerful Steps Every Leader Can Take.” Connect with Jack Zenger on Twitter, LinkedIn, … Continued The post Episode 8: 7 Steps To Improve Employee Productivity appeared first on ZENGER FOLKMAN.

Jack Zenger is a bestselling author, speaker, and a national columnist for Forbes and Harvard Business Review. With more than five decades of experience, Jack is considered a world expert in the field of leadership development and organizational behavior.He is the author and co-author of 13 books including including How To Be Exceptional: Drive Leadership Success by Magnifying Your Strengths, The Extraordinary Leader, Turning Good Managers into Great Leaders and The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate, along with his newest book Speed: How Leaders Accelerate Successful Execution (McGraw Hill, 2016)

En este episodio te traslado las 7 características principales que tienen las personas super productivas, y es el resultado de un estudio realizado por Jack Zenger y Joseph Folkman, de la empresa Zenger / Folkman. Realizaron una investigación con 7.000 personas, que fueron valoradas por sus respectivos jefes, en lo que a productividad se refiere, y clasificados en 48 comportamientos específicos. Por lo que pudieron identificar qué comportamientos se corresponden directamente con los más altos niveles de productividad. Y aquí te comparto los que determinaron como el top 10 de máxima productividad, de 7.000 profesionales, que no es poco. Listados con brevedad son los siguientes: Establecen metas ambiciosas Muestran consistencia Tienen conocimientos y experiencia técnica Dirigidos y enfocados a resultados Se anticipan y resuelven los problemas Toman la iniciativa Son colaborativos En el episodio entro más en detalle en cada uno de ellos, así como te sugiero qué puedes hacer para implementarlo en tu desempeño diario. En el episodio te menciono estos dos libros: Los 7 hábitos de la gente altamente efectiva, de Stephen R. Covey (https://amzn.to/311fnyq) Cuaderno de trabajo de: Los 7 hábitos de la gente altamente efectiva, de Stephen R. Covey (https://amzn.to/2FnhWn3)   Compárteme tus reflexiones Me encantaría que me compartieras tus reflexiones sobre este episodio ¡juntos podemos aprender mucho más! Puedes escribirme en este link: https://www.desdelatrinchera.com/contactame/   Bájate el eBook gratis Y no lo olvides, si quieres multiplicar tus resultados, ve a desdelatrinchera.com/x100/ y descárgate gratis el ebook donde te muestro más de 100 acciones que te ayudarán a mejorar en el área profesional y personal.   Más contenidos para mejorar tus resultados Este episodio de Código Emprendedor, ha llegado a ti gracias a DesdeLaTrinchera.com, donde podrás encontrar muchas más técnicas, estrategias y trucos, para mejorar tus habilidades profesionales y llevar tu negocio mucho más lejos.

Zenger Folkman, a leadership development and assessment company, has something very unique; we have a golden database filled with 1.5 million assessments of global leaders. We also have access to world-renowned leadership experts Jack Zenger and Joe Folkman.  Subscribe now, and we’ll help you get your overall leadership effectiveness up to the 90thpercentile. The post Introducing: The 90th Percentile appeared first on ZENGER FOLKMAN.

Chances are you think you’re a good listener. People’s appraisal of their listening ability is much like their assessment of their driving skills, in that the great bulk of adults think they’re above average. This episode covers an article Jack Zenger wrote for Harvard Business Review titled “What Great Listeners Actually Do”. Connect with Jack Zenger … Continued The post Episode 5: What Great Listeners Actually Do appeared first on ZENGER FOLKMAN.

Young leaders are being promoted to mid and senior-level positions quite often. But do they have the necessary skills and training to be great leaders? In this episode, we will discuss an article Jack Zenger wrote for Harvard Business Review titled, “We Wait Too Long to Train Our Leaders.” Connect with Jack Zenger Twitter, LinkedIn, … Continued The post Episode 2: We Wait Too Long To Train Our Leaders appeared first on ZENGER FOLKMAN.

We have all experienced a poor and a great leader. Maybe even at first hand. We have, therefore witnessed the difference. The difference it makes on the individual employee, the team, the customer experience, and the business outcomes. It never ceases to amaze me how big the difference is between poor leaders and great leaders. But if you are a leader, what does it take to change to become a great leader?In this episode, my guest, Jack Zenger, and I will discuss how you can develop as a leader. Because we can all develop to become better leaders. The good news is that there are clear and specific things you can do. The bad news is that it is not easy. As with all changes. Jack Zenger has more than 60 years of experience with leadership development. He is a frequent writer for Harvard Business Review and has written several bestselling books on leadership. He is here to tell us what a good leader is. How to become one. And how to stay one. JACK WILL TALK ABOUT:That leadership development is just like any other change – same rules apply The importance of immediate application of your new behaviourHow important feedback is for a leader and to give and get good feedbackHow you can hold yourself accountable for your new leadership behaviour ARE YOU BUSY? HERE ARE THE KEY POINTSHere are my key takeaways from the podcast. But there are more goodies in the episode itself, so hopefully, you will listen to it. #1: Developing leadership skills is just like any other changeLeadership development is about changing behaviour and, in that sense, developing leadership skills is just like any other change. What works, the pitfalls and good first steps are very similar.#2: Make it stick by being held accountableOne thing is to get awareness of yourself as a leader. Another is knowing what to change and plan to do it. But what is important is to go out and do it. Do what you set out to do. And that is hard. The answer is accountability. You should find ways to hold yourself accountable for your change. Have someone ask if you executed on your new behaviour as you promised. Having to admit out loud that you have not done it will make you more inclined to do it the next day. You are being held accountable.#3: Get some results quickly. Focus on getting results straight away. You shouldn't talk about change happening years from now, not even months from now. You should talk about change happening today. I cannot emphasize the importance of immediate application enough. As Zenger puts it: "If you haven't seen any change in the next six weeks, you will never see any". So, if you want to make a change, you need to do something different tomorrow, and you did not do yesterday.

Jack Zenger: The Godfather of Effective FeedbackFeedback for Leadership Cross TrainingInducted into the Human Resources Development Hall of Fame, Jack Zenger, is the co-founder and CEO of Zenger-Folkman, a firm that increases the effectiveness of leaders. Jack taught at the University of Southern California and Stanford Graduate School of Business. He received a doctorate in business admin from USC. Jack was a trustee and Board Chairman for the Utah Valley University Board of Trustees, and just completed ten years as a member of the Board of Regents for the State of Utah. Jack Zenger has received ATD’s “Lifetime Achievement in Workplace Learning and Performance” award, and has been inducted into the Human Resources Development Hall of Fame. He's authored or co-authored 14 books, over 150 articles and blogs, and is a regular contributor to Harvard Business Review and Forbes. More: zengerfolkman.com To find out more about hiring Dov Baron as a speaker or strategist for your organization: http://fullmontyleadership.com/consulting or http://fullmontyleadership.com/speaking. Find us on iTunes, Spotify, iHeart Radio, or wherever you tune into podcasts and on traditional radio stations across the US every Monday and Thursday. Look for us on on ROKU TV too. Thank-you to you for making us the #1 podcast globally for Fortune 500 listeners! And with a potential reach of 2.5 to 4 million listeners for every show, we’re also honored and grateful to be cited in INC.com as The #1 Podcast To Make You a Better Leader. See acast.com/privacy for privacy and opt-out information.

Crina and Kirsten are both just back from fabulous adventures and share their amazing experiences with listeners before they launch into this shows meaty topic! Both women are deeply committed to leadership – fostering those talents and skills in themselves and others – especially women.This show is for EVERYONE. Our hosts believe we all lead from where we are. They discuss the leadership capabilities surveyed in a Harvard Business Review article by Jack Zenger and Joseph Folkman, ​Women Score Higher than Men in Most Leadership Skills​. What a great backdrop – that women are perceived by their co-workers having the highest rated leadership capabilities – for us to discuss leadership qualities and consider which ones we have and which ones we want to develop in ourselves.Our hosts encourage each other and the listener to see themselves as a leader and to develop those capabilities.Articles of Interest:https://hbr.org/2019/06/research-women-score-higher-than-men-in-most-leadership-skills

It’s very helpful for someone who is an external supplier of leadership development and consultant of an organization to be on the other side of the table and know what it’s like to work inside the organization. That’s been Jack Zenger’s career. Jack is the co-founder and CEO of Zenger Folkman, a professional services firm providing consulting and leadership development programs for organizational initiatives. He dives into leadership development and shares why he thinks we don’t have better leaders and the major deficiencies in organizational leadership programs. Leaving his hospitality job in five-star resorts, Paul Maloney became a car salesman. After being shown the ropes by one of the older employees, he went from selling cars to individuals to selling cars to corporate companies, big box stores, and the like for almost twenty years. Paul talks about car dealership, wholesale fleet pricing, and his book, How To Beat The Car Dealer Every Time!: It’s So Simple It’s Ridiculous. Love the show? Subscribe, rate, review, and share!Here’s How »Join the Take The Lead community today:DrDianeHamilton.comDr. Diane Hamilton FacebookDr. Diane Hamilton TwitterDr. Diane Hamilton LinkedInDr. Diane Hamilton YouTubeDr. Diane Hamilton Instagram

Dzisiaj ponownie sięgnąłem do artykułu Harvard Business Review, w którym autorzy Jack Zenger and Joseph Folkman przedstawiają wyniki swoich badań, dotyczących tego co pomaga liderom budować zaufanie. Blog: https://nowoczesnylider.pl/trzy-elementy-pomagajace-zbudowac-zaufanie Muzyka: https://youtu.be/RH1gC45vlMc

杰克·曾格从时代的角度看艺术，这里是磨时艺见。 正所谓金无赤足、人无完人，每个人都知道自己拥有哪些缺点，却未必能够准备地发现其中最致命的一个。对此，美国培训与发展协会年度终身成就奖获得者、领导力发展咨询公司曾格福克曼公司创始人杰克·曾格（Jack Zenger）就分享了自己在进行领导者致命缺点调查获得的观点，我们也可以从中有所学习与借鉴。 （美）林肯：我的生活经验使我深信，没有缺点的人往往优点也很少 杰克·曾格的团队曾对数万名领导者进行评估，发现大多数时候微小的缺点并不会影响一个人的整体能力，但是致命缺点却会带来强烈的负面影响，阻碍他们对组织的贡献和自身的事业发展。 （法）拉罗什富科：当缺点放弃我们时，我们还自以为是我们抛弃了缺点在评估过程中，曾格发现高频率出现的致命缺点包括缺乏战略性思维、不负责任、不会建立紧密关系等“不作为”行为。但是，由于“不作为”可能是一个从未发生的交易的项目，导致人们很难通过没有发生的结果来看清自己的缺点。 (英)托马斯布朗：我们嘲笑别人的缺陷，却不知道这些缺陷也在我们内心嘲笑着我们自己对此，曾格建议，首先要找到一个会说真话的人，鼓励对方提供真实的反馈，要让他们相信，自己是真诚地需要真实信息。其次是寻求专业外援，比如雇佣一个专业的治疗师或指导教练，或者是请专业机构对自己进行客观系统的评测。  （意）谚语：一个人的完美之处，在于找出自身的缺点。 简而言之，通过这两种向外寻求反馈的方法，能够帮助人们更快地发现、调整自己的致命缺点。 以上内容由磨时艺见整理，希望对你有所启发。磨时艺见，每晚9点，准时更新！

Jack Zenger, Joseph Folkman escriben este grandioso articulo para la revista Harvard Business Review. Los líderes desconocemos acciones que son "defectos fatales", no se trata de debilidades que pueden ser detectadas por medio de una encuesta de retroalimentación o pruebas de desempeño; más bien se refiere a aquellas debilidades de liderazgo que se desconocen y que producen la no acción o falta de acción en ciertas situaciones. Los autores determinan que la manera de resolver estos "defectos fatales" es 1. Ser autoconscientes 2. Tener un cajero de la verdad 3. Ser honesto y reconocer "falla fatal" y tomar acción Si quieres leer el artículo original https://hbr.org/2018/02/most-leaders-know-their-strengths-but-are-oblivious-to-their-weaknesses Conoce más de Henry Vicente www.pensarbien.com Facebook https://www.facebook.com/SoyHenryVicente Twitter https://twitter.com/SoyHenryVicente Podcast Pensamientos de Cambio En IVOOX http://bit.ly/2oqBWI7 En Itunes http://apple.co/2oqDHot Mis pasiones creativas https://www.pinterest.com/SoyHenryVicente/ https://www.instagram.com/soyhenryvicente Otros proyectos https://www.facebook.com/influenciadoresdelcambio/ https://www.facebook.com/pdcambio/ Empresario https://www.facebook.com/kiutguatemala/ Facilitador Independiente de procesos de aprendizaje para: http://agentedecambio.com/

Tony begins weekly podcasts by sharing some of the great content he reads each week. This week's podcast is written by CEO, Jack Zenger and President, Joseph Folkman of Zenger/Folkman Consultancy. This article was shared in Harvard Business Review on July 14, 2016. 

Jack Zenger and Joseph Folkman have administered thousands of 360-degree assessments through their consulting firm, Zenger/Folkman. This has given them a wealth of information about who benefits from criticism, and how to deliver it.