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90th Percentile Leadership: Insights. Backed by Data.
90th Percentile Leadership: Insights. Backed by Data. episodes
- Episode 92: The Problems and Opportunities With Leaders in STEMMDetails
Increasingly, science and technology are occupying a much more significant role within companies and consumers. But leaders in STEMM organizations are finding a lack of gender diversity, difficulties in retaining female talent, and in the agility of leadership. Researchers from Zenger Folkman and Arcadia compared 360 feedback from 16,419 STEMM leaders with 57,706 non-STEMM leaders, revealing insights based on hard data, facts, and statistical analysis. In our podcast today, we are taking a hard look at STEMM leaders and the problems and opportunities that need to be acted upon.
About our GuestAndrew 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.
Key PointsSTEMM 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.
WebinarZenger 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.
ResearchSTEMM the Tide– Research Paper Arcadia Consulting
The post Episode 92: The Problems and Opportunities With Leaders in STEMM appeared first on ZENGER FOLKMAN.
21 min - Episode 91: Challenging Your Decision-Making Strengths and BiasesDetails
Each individual has their decision-making tools in their back pocket, ready to utilize for every choice regardless of how different they are. However, if we truly want to become better at the art of making decisions, then we need to break out of these patterns and see things differently, even if that pushes us away from our comfort zones. In today’s episode, we are digging in better to understand our decision-making strengths and blind spots.
About our GuestCheryl 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.
Key Points- 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.
WebinarZenger 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.
ResearchWhat 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.
18 min - Episode 90: The Benefits of Deep ListeningDetails
Over the last few years, we have gathered data from over 18,000 leaders on their preference for speaking versus deep listening. While very few completely doubt the efficacy of deep listening, many leaders fail to see the remarkable value of being an excellent listener.
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.
Key PointsLeaders 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.
Connect with Jack Zenger
- Twitter
WebinarZenger 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.
Research8 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.
14 min - Episode 88: Keeping Your Name Off the Layoff ListDetails
The tides are shifting, and the economic downturn is causing some big corporate layoffs. After doing some research with one firm that had a major layoff, Zenger Folkman found some common traits among those who were let go. In this leadership podcast episode, we’re sharing some helpful tips for keeping your name off that layoff list.
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.
Key Points- 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.
Connect with Joe Folkman
- Twitter
WebinarZenger 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.
ResearchKeeping 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.
15 min - Episode 87: 7 Leadership Behaviors That Improve InvolvementDetails
That feeling of not being an insider, but more of an observer, has a profound impact on your engagement, effort, and commitment. Perhaps you’re relishing the freedoms given through your work-from-home schedule or limited office time, but you recognize there may be a disconnect happening. On the other hand, you could be sitting in the office daily surrounded by all the inner workings and still feel out of the loop. In this episode, we explore seven research leadership behaviors that can improve the involvement of team members.
Key Points- 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.
Connect with Joe Folkman
- Twitter
WebinarZenger 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.
ResearchAre 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.
The post Episode 87: 7 Leadership Behaviors That Improve Involvement appeared first on ZENGER FOLKMAN.
16 min - Episode 86: Quiet Quitting is About Managers, Not EmployeesDetails
Quiet quitting is a new name for behavior that has long existed. Today the term is mainly applied to individuals who reject the idea that work should be a central focus of their life. They resist the expectation of giving their all or putting in extra hours. They say “No” to requests to go beyond what they think should be expected of a person in their position.
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.
Key Points- 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?
Connect with Joe Folkman
- Twitter
WebinarZenger 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.
ResearchQuiet 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.
17 min - Episode 85: Why We’re Growing Organizations All WrongDetails
Are we growing leadership in organizations the wrong way? Developing high-potentials isn’t a bad strategy for success—unless you do it at the expense of your other employees. It’s time to focus on leaders at all levels. Organizations die just like trees: They can fail from forces at the top, in the middle, or at the bottom.
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.
Key Points- 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.
Connect with Joe Folkman
- Twitter
WebinarZenger 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.
ResearchYou’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.
15 min - Episode 84: 4 Ways to Be More Effective at ExecutionDetails
Many underestimate how important execution is to their careers, it is true that bosses place a premium on execution, which we define as the ability to achieve individual goals and objectives. There are many parts of your job that are important, but if you want to move ahead in your career, it might be time to double down on simply getting more stuff done – it’s what your boss wants to see. But does being effective at execution mean working longer hours? In this episode, we explore the research showing four things leaders do to excel in execution.
Key Learnings- 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.
Connect with Joe Folkman
- Twitter
WebinarZenger 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.
ResearchHow 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.
15 min - Trifecta of Trust Audiobook–Chapter 3Details
The audiobook version of The Trifecta of Trust: The Proven Formula for Building and Restoring Trust is now available
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.
Connect with Joe Folkman
- Twitter
WebinarZenger 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 Trifecta of Trust Audiobook–Chapter 3 appeared first on ZENGER FOLKMAN.
13 min - Episode 83: 6 Ways to Boost Engagement During Summer SlumpsDetails
With summertime’s flexible and ever-changing schedule, it’s a struggle to stay fully engaged with many distractions and temptations. At the office, you didn’t know what you were missing, but at home, you are very aware. In this episode, we are exploring the research behind how to keep your team engaged during summer slumps, and some of the suggestions might surprise you.
Connect with Joe Folkman
- Twitter
WebinarZenger 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.
ResearchEditon 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.
17 min
About 90th Percentile Leadership: Insights. Backed by Data.
From the publisher's feed
Leadership opinions are everywhere. We bring the data. Drawing on more than 2 million leadership assessments, psychometrician Joe Folkman, BreAnne Okoren, and special guests challenge conventional…
wisdom and reveal what extraordinary leaders do differently. Surprising research. Honest conversations. Practical actions that help you lead at the 90th percentile.