Zenger Folkman Leadership Podcast

Jack Zenger and Scott Edinger discuss the article Managing Yourself: The Boss as the Human Shield; Robert Sutton, Harvard Business Review. Questions Discussed: How do you, as an organization, sustain momentum in leadership development? What does an organization that is so focused on leadership development, do when the 360 is over? How does my organization help the leaders in departments such as engineering and accounting understand and realize the importance of motivating their employees? 1 Tip for Leaders at Full Strength: Jack and Scott each share one thing leaders can do today to increase their effectiveness to “full strength”. We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. In this episode, Jack Zenger and Scott Edinger discuss the following: Reactions to Article: Managing Yourself: The Boss as the Human Shield; Robert Sutton, Harvard Business Review Current Event: What's going on in training and development? QA: Jack and Scott answer your toughest questions, submitted on the Zenger Folkman website (www.zengerfolkman.com/podcast.html) How do you, as an organization, sustain momentum in leadership development? What does an organization that is so focused on leadership development, do when the 360 is over? How does my organization help the leaders in departments such as engineering and accounting understand and realize the importance of motivating their employees? 1 Tip for Leaders at Full Strength: Jack and Scott each share one thing leaders can do today to increase their effectiveness to “full strength”. You can get more updates from Jack, Joe and the rest of the ZF team by visiting our blog or registering for our Leadership Resource Center! Enjoy the podcast, and be sure to join us for the next podcast episode, updating the end of October!

Jack Zenger and Joe Folkman answer the following questions in this episode:    With the dizzying speed of change, how can you prepare employees for redundancies without inadvertently implying that the employment relationship is uncertain , unreliable and short term? Is Coaching more effective if the coach is from the same industry as the coachee? (I.E. Are internal coaches better than external coaches?) How can we maintain a leadership development strategy in an organization, once we have started? We are facing quite a challenge in justifying the cost of doing a leadership program in our organization, in India. Being able to link it, directly, with increase in profits should have a very favorable impact on our efforts. What do you think are some of the best measures of the effectiveness of a development program? Does an organization’s culture have any affect on the sustainability of a leadership development program? Could you please outline some clear, practical methods for collecting ROI on the business impact of attending the Extraordinary Leader program, including the area of driving company profits. In your view, what part does organizational culture and values play in increasing performance and profits; and what part does effective leadership play in fostering values in action and a high performance work culture? We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Jack Zenger and Joe Folkman answer the following questions in this episode:    With the dizzying speed of change, how can you prepare employees for redundancies without inadvertently implying that the employment relationship is uncertain , unreliable and short term? Is Coaching more effective if the coach is from the same industry as the coachee? (I.E. Are internal coaches better than external coaches?) How can we maintain a leadership development strategy in an organization, once we have started? We are facing quite a challenge in justifying the cost of doing a leadership program in our organization, in India. Being able to link it, directly, with increase in profits should have a very favorable impact on our efforts. What do you think are some of the best measures of the effectiveness of a development program? Does an organization’s culture have any affect on the sustainability of a leadership development program? Could you please outline some clear, practical methods for collecting ROI on the business impact of attending the Extraordinary Leader program, including the area of driving company profits. In your view, what part does organizational culture and values play in increasing performance and profits; and what part does effective leadership play in fostering values in action and a high performance work culture? We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger and Joe Folkman answer the following questions in this episode: With the dizzying speed of change, how can you prepare employees for redundancies without inadvertently implying that the employment relationship is uncertain , unreliable and short term? Is Coaching more effective if the coach is from the same industry as the coachee? (I.E. Are internal coaches better than external coaches?) How can we maintain a leadership development strategy in an organization, once we have started? We are facing quite a challenge in justifying the cost of doing a leadership program in our organization, in India. Being able to link it, directly, with increase in profits should have a very favorable impact on our efforts. What do you think are some of the best measures of the effectiveness of a development program? Does an organization’s culture have any affect on the sustainability of a leadership development program? Could you please outline some clear, practical methods for collecting ROI on the business impact of attending the Extraordinary Leader program, including the area of driving company profits. In your view, what part does organizational culture and values play in increasing performance and profits; and what part does effective leadership play in fostering values in action and a high performance work culture? You can get more updates from Jack, Joe and the rest of the ZF team by visiting our blog or registering for our Leadership Resource Center! Enjoy the podcast, and be sure to join us for the next podcast episode, updating the end of September!

Jack Zenger and Joe Folkman answer the following questions in this episode: Would a company in an industry (such as the restaurant industry) that has high employee turnover benefit from nurturing leaders to improve employee engagement? Or is it just the nature of the job description that makes people not want to stay? What are some specific ways to encourage managers to be inspirational, when they have worked for 20+ years being task-oriented? What can be done to help leaders retain the awareness and passion to improve that they receive in a leadership development program? What would you say to a naysayer who says that leaders can't learn to be inspiring? In normal economic times, the task of motivating and inspiring staff (and clients/customers for that matter) is relatively straightforward but still a challenge. In these times, managers are at a loss to be inspiring leaders, so perhaps they need an even higher order of tips and techniques. It is as if the basics, well researched and presented by ZF, need another stage, phase, or layer to charge up and retain employees (and clients/customers) when there seems to be nothing but bad and worse news. What are some suggestions you have for getting people who are “down in the dumps” to see that there is hope for improvement? I manage a group of leaders that have been with the company a long time and have settled for "good" not "great" performance. It has been difficult to get them to see the importance of "going for great" and re-discovering their "passion" is so important to employee engagement. What is the most important thing, as a coach, that I should focus on to get them revved up again? We are almost 2 years into a merger of equals. We are building a new culture and building our Talent Development function and approach to creating leaders from scratch. What are the benefits of training people to become leaders, rather than just recruiting from outside the company? Can great leadership skills even be learned, or is it something we are born with? We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Jack Zenger and Joe Folkman answer the following questions in this episode: Would a company in an industry (such as the restaurant industry) that has high employee turnover benefit from nurturing leaders to improve employee engagement? Or is it just the nature of the job description that makes people not want to stay? What are some specific ways to encourage managers to be inspirational, when they have worked for 20+ years being task-oriented? What can be done to help leaders retain the awareness and passion to improve that they receive in a leadership development program? What would you say to a naysayer who says that leaders can't learn to be inspiring? In normal economic times, the task of motivating and inspiring staff (and clients/customers for that matter) is relatively straightforward but still a challenge. In these times, managers are at a loss to be inspiring leaders, so perhaps they need an even higher order of tips and techniques. It is as if the basics, well researched and presented by ZF, need another stage, phase, or layer to charge up and retain employees (and clients/customers) when there seems to be nothing but bad and worse news. What are some suggestions you have for getting people who are “down in the dumps” to see that there is hope for improvement? I manage a group of leaders that have been with the company a long time and have settled for "good" not "great" performance. It has been difficult to get them to see the importance of "going for great" and re-discovering their "passion" is so important to employee engagement. What is the most important thing, as a coach, that I should focus on to get them revved up again? We are almost 2 years into a merger of equals. We are building a new culture and building our Talent Development function and approach to creating leaders from scratch. What are the benefits of training people to become leaders, rather than just recruiting from outside the company? Can great leadership skills even be learned, or is it something we are born with? We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger and Joe Folkman answer the following questions in this episode: Would a company in an industry (such as the restaurant industry) that has high employee turnover benefit from nurturing leaders to improve employee engagement? Or is it just the nature of the job description that makes people not want to stay? What are some specific ways to encourage managers to be inspirational, when they have worked for 20+ years being task-oriented? What can be done to help leaders retain the awareness and passion to improve that they receive in a leadership development program? What would you say to a naysayer who says that leaders can't learn to be inspiring? In normal economic times, the task of motivating and inspiring staff (and clients/customers for that matter) is relatively straightforward but still a challenge. In these times, managers are at a loss to be inspiring leaders, so perhaps they need an even higher order of tips and techniques. It is as if the basics, well researched and presented by ZF, need another stage, phase, or layer to charge up and retain employees (and clients/customers) when there seems to be nothing but bad and worse news. What are some suggestions you have for getting people who are “down in the dumps” to see that there is hope for improvement? I manage a group of leaders that have been with the company a long time and have settled for "good" not "great" performance. It has been difficult to get them to see the importance of "going for great" and re-discovering their "passion" is so important to employee engagement. What is the most important thing, as a coach, that I should focus on to get them revved up again? We are almost 2 years into a merger of equals. We are building a new culture and building our Talent Development function and approach to creating leaders from scratch. What are the benefits of training people to become leaders, rather than just recruiting from outside the company? Can great leadership skills even be learned, or is it something we are born with? You can get more updates from Jack, Joe and the rest of the ZF team by visiting our blog or registering for our Leadership Resource Center! Enjoy the podcast, and be sure to join us for the next podcast episode, updating the end of August!

Jack Zenger answers the following questions in this episode: I find that many leaders are not really focused on leadership but more on management. How do you move their focus effectively from management to leadership? Recently leaders, particularly in financial services, have come under scrutiny and condemnation for unethical behavior. Has the widespread distrust of leadership increased the importance of inspiring leadership? In a 360 assessment, is it feasible to develop targeted questions for the behaviors that should be developed, or are there specific questions related to the 360 assessment you have done? What is your best advice for a newer leader? Should one attend classes or just keep learning by reading, trying and learning? If classes are a good option, what topics are essential/ where are good places for classes? If you have a fatal flaw, but make strides in correcting it, what can you do to help your subordinates realize and understand that you have changed? (People tend to hold to their first impressions) One of the challenges I've faced as an executive is balancing my execution between the strategic and the tactical. If I could somehow measure the effectiveness of my tactical activities with respect to whether they are reinforcing/advancing the company's strategic goals, that would seem a good place to start. What do you think? How come a leader can be effective in one organization, move to another, and seem to fail miserably? What do you think can prevent this? Can you be a good manager, but not particularly a good leader? What are the differences between a good manager and a good leader? Do leaders need to be well-liked to be successful/inspirational? Why or why not? I have read that charisma is not essential to be an effective leader, and can even be detrimental to an organization. For example, there have been many charismatic leaders who lack other leadership characteristics and skills (e.g. integrity) and lead their followers into situations that turn out horribly -- think political leaders such as Stalin, Hitler, and even business leaders (Enron). However, Zenger Folkman states that charisma is the key to extraordinary leadership. Why? Is there any differentiation between genders of who are the best/most inspiring leaders? Are there any trends in men or women toward certain emotional connection styles? Though our country is coming out of the recession, the downturn is still affecting my business. As a result, my employees have not had as much work to do and thus many have become less satisfied with their jobs and less productive. However, emplacement opportunities are low, so they do not want to leave and find they cannot get a job. What can I do to motivate them to perform and increase their engagement? We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Jack Zenger answers the following questions in this episode: I find that many leaders are not really focused on leadership but more on management. How do you move their focus effectively from management to leadership? Recently leaders, particularly in financial services, have come under scrutiny and condemnation for unethical behavior. Has the widespread distrust of leadership increased the importance of inspiring leadership? In a 360 assessment, is it feasible to develop targeted questions for the behaviors that should be developed, or are there specific questions related to the 360 assessment you have done? What is your best advice for a newer leader? Should one attend classes or just keep learning by reading, trying and learning? If classes are a good option, what topics are essential/ where are good places for classes? If you have a fatal flaw, but make strides in correcting it, what can you do to help your subordinates realize and understand that you have changed? (People tend to hold to their first impressions) One of the challenges I've faced as an executive is balancing my execution between the strategic and the tactical. If I could somehow measure the effectiveness of my tactical activities with respect to whether they are reinforcing/advancing the company's strategic goals, that would seem a good place to start. What do you think? How come a leader can be effective in one organization, move to another, and seem to fail miserably? What do you think can prevent this? Can you be a good manager, but not particularly a good leader? What are the differences between a good manager and a good leader? Do leaders need to be well-liked to be successful/inspirational? Why or why not? I have read that charisma is not essential to be an effective leader, and can even be detrimental to an organization. For example, there have been many charismatic leaders who lack other leadership characteristics and skills (e.g. integrity) and lead their followers into situations that turn out horribly -- think political leaders such as Stalin, Hitler, and even business leaders (Enron). However, Zenger Folkman states that charisma is the key to extraordinary leadership. Why? Is there any differentiation between genders of who are the best/most inspiring leaders? Are there any trends in men or women toward certain emotional connection styles? Though our country is coming out of the recession, the downturn is still affecting my business. As a result, my employees have not had as much work to do and thus many have become less satisfied with their jobs and less productive. However, emplacement opportunities are low, so they do not want to leave and find they cannot get a job. What can I do to motivate them to perform and increase their engagement? We’d love for you to experience our award-winning leadership workshops in a city near you.  We also invite you to join us for our monthly webinars. To learn more, visit zengerfolkman.com/events. To listen to past podcast episodes and view the notes for this episode, visit zengerfolkman.com/podcast. There you can also enter our monthly book contest.

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger answers the following questions in this episode: I find that many leaders are not really focused on leadership but more on management. How do you move their focus effectively from management to leadership? Recently leaders, particularly in financial services, have come under scrutiny and condemnation for unethical behavior. Has the widespread distrust of leadership increased the importance of inspiring leadership? In a 360 assessment, is it feasible to develop targeted questions for the behaviors that should be developed, or are there specific questions related to the 360 assessment you have done? What is your best advice for a newer leader? Should one attend classes or just keep learning by reading, trying and learning? If classes are a good option, what topics are essential/ where are good places for classes? If you have a fatal flaw, but make strides in correcting it, what can you do to help your subordinates realize and understand that you have changed? (People tend to hold to their first impressions) One of the challenges I've faced as an executive is balancing my execution between the strategic and the tactical. If I could somehow measure the effectiveness of my tactical activities with respect to whether they are reinforcing/advancing the company's strategic goals, that would seem a good place to start. What do you think? How come a leader can be effective in one organization, move to another, and seem to fail miserably? What do you think can prevent this? Can you be a good manager, but not particularly a good leader? What are the differences between a good manager and a good leader? Do leaders need to be well-liked to be successful/inspirational? Why or why not? I have read that charisma is not essential to be an effective leader, and can even be detrimental to an organization. For example, there have been many charismatic leaders who lack other leadership characteristics and skills (e.g. integrity) and lead their followers into situations that turn out horribly -- think political leaders such as Stalin, Hitler, and even business leaders (Enron). However, Zenger Folkman states that charisma is the key to extraordinary leadership. Why? Is there any differentiation between genders of who are the best/most inspiring leaders? Are there any trends in men or women toward certain emotional connection styles? Though our country is coming out of the recession, the downturn is still affecting my business. As a result, my employees have not had as much work to do and thus many have become less satisfied with their jobs and less productive. However, emplacement opportunities are low, so they do not want to leave and find they cannot get a job. What can I do to motivate them to perform and increase their engagement? You can get more updates from Jack, Joe and the rest of the ZF team by visiting our blog or registering for our Leadership Resource Center! Enjoy the podcast, and be sure to join us for the next podcast episode, updating the end of July!

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger answers the following questions in this episode: - "What's the best way to get the C-Suite to pay attention to the issue of inspiring leadership?" - "What is the best way to learn to be an inspiring leader?" - "What advice do you have for leaders of a telecommuting workforce?" and more!

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger answers the following questions in this episode: - "What's the best way to get the C-Suite to pay attention to the issue of inspiring leadership?" - "What is the best way to learn to be an inspiring leader?" - "What advice do you have for leaders of a telecommuting workforce?" and more!

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger answers the following questions in this episode: - "What's the best way to get the C-Suite to pay attention to the issue of inspiring leadership?" - "What is the best way to learn to be an inspiring leader?" - "What advice do you have for leaders of a telecommuting workforce?" and more!

Leadership at Full Strength podcast answers today’s hottest questions on leadership issues. Jack Zenger and Joe Folkman answer the following questions in this episode: - "If management is coaching me, who coaches management?" - "What can we do to stabilize our organization, regardless of who is leading us?" - "What can my company do to continue developing our employees without spending lots of money?" and more!