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Tagged with 'Joe Folkman'

5 Attitudes that Define Great Leaders

Many succession planning processes involve identifying and developing high potential leaders. As with promising amateur athletes working to secure very scarce spots at the professional level of their sport, not every leader considered to have strong potential grows in their career to ever higher leadership roles. Through our evidence-based approaches to identifying key leadership skills […]

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Leadership Flows Down Hill

We’re currently working with an organization embarking on an extensive leadership and culture development process. It’s starting in a series of workshops and planning retreats with the CEO and his team of direct reports along with their direct reports. The first part of the process is our strengths-based 360 assessment. The CEO is actively engaged […]

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Webinar: The 6 Leadership Levers that Drive Extraordinary Results

Periodically I search Amazon’s web site to see how many books are now available on leadership. There are now 150,000. That’s up from just over 120,000 when I last searched a few months ago. The overwhelming number of leadership theories, models, frameworks, and skills makes it very hard to know where to invest development time […]

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How Towering Strengths Overshadow Weaknesses

Last month Brad Smith and I attended Zenger Folkman’s Extraordinary Leadership Summit and Coaching Symposium in Salt Lake City. A highlight of the three day event were Client presentations from, and panel discussions with, General Mills, General Motors, and McKesson Corporation (a Fortune 500 healthcare services and IT company). With implementations ranging from two to […]

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7 Steps to Building Bolder (and dramatically more effective) Leaders

Are the leaders in your organization timid or bold? What is bold leadership? How does it differ from timid leadership? How much of a difference does bold leadership make? Zenger Folkman recently studied 360-degree reports on more than 50,000 leaders in all industries and from all parts of the world. This new research identified leaders […]

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Using 360 Assessments for Talent/Performance Management versus Personal Development

360 assessments are now being used by over 85% of larger and leading organizations. As I wrote in “9 Problems with 360 Multi-Rater Assessments” there’s a growing backlash and resistance to their use because they often search for gaps and weaknesses. Our work with Zenger Folkman has shown that 360 data on a leader’s effectiveness can […]

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Webinar on BOLD Leadership

Whatever you can do or dream you can do, begin it. Boldness has genius, power and magic in it. Begin it now. These words are often attributed to the German writer Johann Wolfgang von Goethe but seems to be a compilation from various sources. Regardless of the author, this powerful advice identifies a timeless leadership […]

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Traditional versus Strengths-Based 360 Assessments

Joe Folkman is a global expert in psychometrics or measuring psychological factors. He wrote his PhD dissertation on data he collected from 360 assessments. Over the decades he’s developed feedback and measurement tools around a growing database now compromised of over a half million assessments on almost 50,000 leaders. Long-time feedback, executive coaching, and leadership […]

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Two Deadly Assumptions That Make Giving Difficult Feedback Even Worse

Many leaders find courageous conversations to give corrective or redirecting feedback very difficult. Emotions can get in the way, perceptions of the issue can differ widely, relationships may be damaged, and reactions can be volatile. Leaders may be scarred from past conversations where they gave or received tough feedback in a poorly structured and awkwardly […]

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Strategies to Address Feedback Conundrums, Ironies, and Contradictions

A few weeks ago I reflected on the last three years of partnering with Zenger Folkman (“Re-Fired with Building Strengths“) and their powerful strengths-based leadership development methodology found in The Extraordinary Leader. 360 feedback is critical to building strengths or addressing fatal flaws (as long as it avoids the “Nine Problems with 360 Multi-Rater Assessments“). […]

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New Research Paper on Feedback: The Powerful Paradox

Last year Jack Zenger and Joe Folkman conducted a survey among readers of their Harvard Business Review blog readers. 2,700 responded to the online survey with questions about positive and negative feedback and attitudes about feedback experiences. This was an international survey with over half of the respondents coming from outside the United States. Here […]

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Re-Fired with Building Strengths

It’s been three years since Jack Zenger and I had one of our periodic update conversations after we headed off in different directions over 20 years ago. Our previous companies, The Achieve Group and Zenger Miller, had worked together for more than a decade. When this conversation took place with Jack, my wife, Heather, and […]

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New White Paper: Creating a Competency Model That Works

A friend who hasn’t seen a doctor in years was recently diagnosed with serious heart disease. He was immediately prescribed medication to reduce his blood pressure, control cholesterol, and thin his blood. His wife is fanatically devoted to natural remedies. She found a book arguing for cayenne pepper and garlic to soften and dissolve arterial […]

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Checking Your Coaching Skills

We have seen a dramatic increase in the use of coaching as a tool for leadership development over the past few years. And for good reason…the list of benefits is impressive: improved productivity high-energy company culture dynamic supervisor/employee relationships creative problem solving greater risk taking heightened innovation, and higher levels of customer service and satisfaction […]

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Thoughts That Make You Go Hmmm on…Expectations Impact Performance

My last blog “How Leaders Cause Their Direct Reports to Sink or Soar” gave examples and research on the power of expectations. The impact of teachers, coaches, parents, or manager’s expectations of the people they were leading on their performance has been well documented. “Leaders Have Great Expectations” reports on the pioneering work of Robert […]

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How Leaders Cause Their Direct Reports to Sink or Soar

“Tell me about the people at the organization you just left,” said the senior manager who was screening candidates to fill a key leadership role. “They were uneducated and lazy,” the candidate responded. “You always had to keep an eye on them because they were constantly trying to goof off or rip off the company. […]

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This is a Leadership and Coaching Conference You’ll Want to Attend

Are you interested in learning from world class leaders and practitioners in coaching and leadership skill development? Would you like insights to new and ground breaking approaches you can apply immediately and bring back to your organization? Do you want to see the latest research and practical applications that break traditional molds to produce measurably […]

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Courageous Leaders Ask for Feedback

Ignorance may be bliss, but it’s deadly to leadership effectiveness. And it’s often the mark of a blind and weak leader. Feedback-impaired leaders often mistake compliance for commitment. They might, for example, proclaim an open door policy and when no one enters their office to raise problems, believe there aren’t any serious issues to be […]

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Surprising Research Results Show We Should Lead Like Scrooge

After Ebenezer Scrooge has his life-changing Christmas Eve experience, he enthusiastically sets out on a new pathway to personal growth on Christmas Day. When he gets back to work what would you suggest he do to increase Bob Cratchit’s workplace engagement? In his entertaining and insightful Forbes column, “Lead Like Scrooge: The Surprising Research Results“, […]

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Middle Managers Are the Most Disengaged

Employee engagement is a critical issue for many organizations. And for good reason. Highly engaged employees are more productive, less likely to leave, have lower absenteeism, create happier customers, contribute to safer workplaces, increase revenues, and decrease costs. A new research study from Zenger Folkman shows that many organizations are overlooking their most disengaged people: […]

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