90th Percentile Leadership: Insights. Backed by Data.

90th Percentile Leadership: Insights. Backed by Data.

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90th Percentile Leadership: Insights. Backed by Data. episodes

  • Episode 148: The Real Key to Employee Engagement—Leadership Over Location
    Details

    Have you noticed a remarkable shift where major companies are mandating return to office policies. Amazon recently joined the ranks of Meta, Google, and others in requiring employees to return full time to the office. What’s particularly interesting is the timing – why now, after years of remote work? We all know that organizations are concerned with productivity so today we want to share some of Zenger Folkman’s research on what we found was the single key to improving employee engagement.

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

      Connect with Jack Zenger

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

        16 min
      • Episode 146: Quality And Quantity Are Not Trade-offs—How Some Leaders Are Choosing Both
        Details

        In today’s episode, we dive into a fascinating topic that many leaders grapple with—quality versus quantity. Are they truly competing objectives, or can organizations achieve both simultaneously?

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

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

          6. Connect with Jack Zenger

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

            17 min
          • Episode 145: What You Should Know About Coachability Through Career Decades
            Details

            Today we are looking at coachability and its intriguing role across different career decades. Each stage in our professional lives—whether it’s the exploration of the 20s, the depth-building of the 30s, the influence and leadership in the 40s, or the legacy-building in the 50s and beyond—comes with unique challenges and opportunities. By understanding how coachability can serve as a crucial safeguard against common career pitfalls, we aim to provide insights into how to remain adaptable, curious, and humble, regardless of where you are on your career timeline. Join us as we discuss the art of asking the right questions and the importance of lifelong learning for enduring success.

            Coachability—The Leadership Superpower by Kevin Wilde

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

              6. Connect with Joe Folkman

              • LinkedIn
              • Twitter
                • 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.

                Research

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

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

                27 min
              • Episode 144: Connecting The Manager, Employee, and Customer Satisfaction Chain
                Details

                In this episode of The 90th Percentile, hosts BreAnne Okoren  and Joe Folkman explore the powerful connection between leadership, employee engagement, and customer satisfaction. Drawing on research and real-world examples from companies like Sears and Zappos, they discuss how effective leadership drives employee engagement, which in turn boosts customer satisfaction and profitability. They also examine the critical role of culture, leadership development, and the difference between givers and takers in creating cohesive, high-performing teams. Tune in to discover actionable insights for fostering better leadership and ultimately delivering superior customer experiences.

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

                  6. Connect with Joe Folkman

                  • LinkedIn
                  • Twitter
                    • 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.

                    Research

                    Connecting The Manager, Employee, and Customer Satisfaction Chain– Forbes Article by Joe Folkman

                    In the Company of Givers and Takers– HBR article by Adam Grant
                    How Zappos Customer Service WOWs Customers to Win– Article by Sam Framton

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

                    15 min
                  • Episode 143: Are You Surviving or Thriving With AI?
                    Details

                    We can all admit that we have felt a little threatened by AI. After all its whole purpose is improve and ultimately replace Human intelligence. And leadership will not be spared by the impact of AI.  Certain leadership qualities, such as deep domain expertise, decisiveness, authority, and short-term task focus, are losing their impact, while others, such as humility, adaptability, vision, and emotional connection, are likely to play a key role in more-agile types of leadership. Charles Darwin said in On the Origin of the Species that it’s not the strongest or most intelligent of the species that survives but the one that’s most adaptable to change In the episode, we are looking at the adaptability of leaders and whether they will survive or thrive with AI.

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

                      Connect with Joe Folkman

                      • LinkedIn
                      • Twitter
                        • 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.

                        Research

                        Leadership and AI: Will You Barely Survive or Thrive?— Article by Joe Folkman and Jack Zenger

                        As AI Makes More Decisions that Nature of Leadership Will Change—  Michael Wade, & Tomas Chamorro-Premuzic

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

                        15 min
                      • Episode 109: Transforming Leadership Development—Are We Missing The Main Thing?
                        Details

                        What’s the main thing for leadership development? Is it excelling at selecting the right people? Is it a well-funded corporate learning center with renowned faculty? Is it using the most powerful learning technologies? Worse yet, what if we’ve been missing the main thing? In this episode, we are looking at the development industry and some of the puzzle pieces that we believe are missing to make more progress happen.

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

                          • Connect with Jack Zenger

                          • LinkedIn
                          • Twitter
                            • Webinar

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

                            Research

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

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

                            20 min
                          • Episode 142: Trust and Resolving Conflict in the Workplace—Key Behaviors for Leaders
                            Details

                            Recently, a compelling question emerged: How do trust and conflict resolution impact a leader’s effectiveness? To explore this, we analyzed a robust dataset of 360-degree assessments from 4,347 leaders, collected over the past three years.  In environments where leaders are untrustworthy or avoid resolving conflicts, dissatisfaction and disengagement flourish. Conversely, trusted leaders who adeptly navigate conflicts foster high levels of employee engagement and effectiveness. Today, we’ll dive deeper into the data, exploring how trust and conflict resolution enhance leadership, and reveal four key behaviors that help build these essential skills.

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

                              6. Connect with Joe Folkman

                              • LinkedIn
                              • Twitter
                                • 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.

                                Research

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

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

                                14 min
                              • Episode 76: Identifying and Managing Micro-stressors
                                Details

                                Stress comes to us all in tiny minor assaults throughout our day through relationships and interactions that are too numerous to shake off quickly. The problem is that most of us have come to accept micro-stresses as just a normal part of a day, but they are wearing us down. In our episode, Karen Dillon joins us to discuss her research on micro-stressors and some approaches that can be used to work through them.

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

                                Guest Bio

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

                                Connect with Us

                                • LinkedIn
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                                  • Webinar

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

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

                                  24 min
                                • Episode 141: Can Honest Leaders Rebuild Integrity?
                                  Details

                                  Can individuals truly recover from being perceived as fundamentally flawed in honesty and integrity? We embarked on a research journey to uncover whether redemption is possible for those who have fallen into the pit of distrust and how they can climb out. We analyzed data from 6,025 leaders who underwent 360-degree assessments, receiving feedback from their managers, peers, direct reports, and other raters. Our mission was to see if they could change and, if so, how they managed to do it. Join us as we dive deeper into these findings, share stories of transformation, and provide practical tips for leaders striving to rebuild trust and integrity.

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

                                    6. Connect with Joe Folkman

                                    • LinkedIn
                                    • Twitter
                                      • 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.

                                      Research

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

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

                                      20 min
                                    • Episode 140: The Three Key Ingredients for Sustainable Leadership Excellence
                                      Details

                                      In this episode of “90th Percentile,” co-hosts Jack Zenger and BreAnne Okoren 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 should be straightforward and yield predictable, positive results.

                                      Key Ingredients of Leadership Development

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

                                        • The Three Ingredients of Effective Leadership Development

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

                                          • Case Studies

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

                                            • Connect with Jack Zenger

                                            • LinkedIn
                                            • Twitter
                                              • Webinar

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

                                              Research

                                               

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

                                              15 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…