In this episode, we’re diving into resilience—a critical skill for today’s leaders—with Evelyn Swanson, Vice President of Learning and Organizational Development at Core & Main. As a leading distributor of water, sewer, storm drain, and fire protection products, Core & Main has declared this year the “Year of the Resilient Leader.” Evelyn shares valuable insights about how the company is equipping its more than 5,700 associates nationwide to adapt, innovate, and thrive amidst continuous industry disruption and rapid organizational growth. Join us as we explore the practical steps Core & Main is taking to build resilient leaders who sustain communities today and into the future.

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

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

When the pandemic hit, many expected a decline in leadership effectiveness due to burnout, isolation, and crisis fatigue. However, surprising research from Zenger Folkman revealed just the opposite: leaders didn’t deteriorate under pressure—they improved. In this insightful episode, Joe Folkman shares compelling data showing how the challenges of COVID-19 transformed leaders worldwide, enhancing their agility, communication, trust-building skills, and overall effectiveness. Discover how leaders emerged from the crisis stronger, more adaptive, and better equipped to navigate ongoing disruption.

Connect with Joe Folkman

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

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

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

Research shows that both giving and receiving feedback triggers stress responses similar to physical threats—but understanding these brain mechanisms can help us build better feedback cultures.

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

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

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

1. Servant Leaders Invite Feedback; Authoritarian Leaders Resist It

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

2. The Mindset Behind Feedback Matters

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

3. Feedback Fails Without Psychological Safety

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

4. Asking for Feedback Cuts Stress in Half

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

5. Building a Culture of Asking Starts at the Top

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

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

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Details

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

Key Learnings

Connect with Joe Folkman

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

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

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

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 insights into how the best leaders inspire their teams, foster psychological safety, set ambitious goals, communicate effectively, and build trust through consistency. If you’re looking to elevate your leadership and transform your team, this episode is packed with actionable strategies you won’t want to miss.

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

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

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

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

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

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

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

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Trust is the foundation of any high-performing team, but in today’s fast-paced, uncertain business environment, building and maintaining trust has become more challenging than ever. Research shows that trust isn’t just a “nice-to-have”—it’s a leadership behavior that impacts everything from team collaboration to overall business performance. So, how can organizations create a culture where trust thrives?

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

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

Learn more about Zenger Folkman Team Trust program. 

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

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

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

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

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

Upcoming Webinar

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

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

Would you rather hear positive feedback about your performance or suggestions for improvement? Does preferring positive feedback make you seem weak, and is corrective feedback really that helpful? Whether you’re a CEO, manager, teacher, or parent we all give and receive feedback. In this episode, we discuss the emotional complexities and science behind the positive and corrective feedback that will actually help you grow. Click HERE to register for the Feedback Webinar.

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SHOW NOTES:

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

Music: Pleasant Pictures

Learn more about this topic by visiting our website.

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

Receiving feedback at work can be tough—it’s natural to feel uncomfortable when you’re told you’re not doing something well. That doesn’t make you ‘arrogant ‘ or ‘ too defensive and won’t take feedback’—it means you obviously care about how you’re doing at work, and that’s a good thing. But what happens when the feedback isn’t clear, kind, or even fair? How do you handle feedback that feels baseless or poorly delivered? In this episode, we’re tackling how to navigate your emotional reactions, respond with resilience, and stay focused on your growth—even when the feedback you get is less than helpful.

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

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

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

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

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

Connect with Jack Zenger

When Your Boss Gives Bad Feedback, Badly- HBR Article 

Webinar

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

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

In today’s fast-paced business environment, leaders often focus on grand strategies and bold initiatives, overlooking the foundational behaviors that shape their success. It’s easy to rationalize small missteps, telling ourselves they don’t really matter in the grand scheme of things. However, our research paints a different picture. When we analyzed 60 distinct leadership behaviors, we identified seven seemingly minor actions that yield outsized impacts on a leader’s overall effectiveness.

Download our 2025 Leadership Skills Report.

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

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

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

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

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

Connect with Joe Folkman

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

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

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

In this episode of The 90th Percentile, we dive into the shifting landscape of Learning and Development (L&D) with Dani Johnson, co-founder and principal analyst at RedThread Research. Dani explores the concerning trend of L&D’s “demotion” within organizations, the rise of federated models, and the opportunities for L&D leaders to adapt and thrive. Together, we unpack the critical strategies and skills needed to maintain relevance in a rapidly evolving business environment.

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

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

Connect with Joe Folkman

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

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