Zenger Folkman Leadership Podcast

Ryan Smith, Founder and Chief Executive Officer of Qualtrics, joins Dr. Jack Zenger and Dr. Joe Folkman in this edition of the Zenger Folkman podcast series to discuss the story of Qualtrics, a company started in his dad’s basement with a valuation of $2.5 billion 15 years later. Ryan tells the story of Qualtrics, its values, and what makes it unique. Qualtrics is the world’s leading enterprise survey technology provider, serving more than 6,000 enterprises worldwide, including half of the Fortune 100, and 97 of the top 100 business schools. Qualtrics helps enterprises, academic institutions, and government agencies capture real-time customer, market, and employee insights that inform data-driven business decisions. Download the free ebook for A 15-Year Overnight Success - From the Basement to $2.5 Billion (feat. Ryan Smith, CEO of Qualtrics).

Jack Zenger shares six specific ways you can bring your personal development and your job closer together.   Visit zengerfolkman.com for more resources on this topic.

A great deal of attention has been given to helping managers acquire better coaching skills. Organizations have earnestly sought to create a feedback-rich, coaching culture. However, are we forgetting or ignoring an important element of success in this endeavor? The success of coaching hinges on the behavior of two people—not just one. Our research clearly shows that leaders who are resistant to, or uncomfortable with being coached are less likely to succeed. The quality of being coachable seems extremely important early in one’s career. This webinar will answer the questions: What can and should be done for those who are the recipients of coaching? What behaviors can be easily identified and practiced by virtually every leader to enhance their coachability? Join Jack and Joe and special guest Kevin Wilde, Executive Leadership Fellow, Carlson School of Management, as they reveal the exciting findings of this recent study!

A few years ago when employees became dissatisfied with their organization they would quit and get another job. Today, with placement opportunities very low and unemployment extremely high, very few people opt to quit and leave. As a result something much worse is happening within organizations.  Employees “quit,” but they stay.  In the last year, overall job satisfaction in the U.S. has declined significantly. Employees feel stuck in their current jobs and their dissatisfaction with the organizations they work for increases. However, not all organizations are experiencing these dismal results. A recent assessment of employee satisfaction by one of our clients showed a significant improvement over past years, though this company was not immune to the effects of the recession. Examination of the data showed 7 factors that created this positive increase in their satisfaction, even during the economy’s poorest times. Visit zengerfolkman.com/podcast for more info

There is an oft-quoted statement from the 19th century moralist and historian Lord Acton that says, “Power corrupts and absolute power corrupts absolutely.” He was writing to a Bishop Mandell Creighton in the year 1887. The quotation goes on to say, “Great men are almost always bad men." It is clear that the egregious acts of dishonesty executed by people who hold the most senior roles in their firm have destroyed careers and in many cases have destroyed entire organizations in their aftermath. Unethical behavior is caused by the combination of several forces and by understanding these elements, organizations can take steps to prevent them. In this presentation, Dr. Jack Zenger discusses these forces and gives ways that companies can ensure strong ethics in their leadership. Read the "Ethics in Leadership - The 8 Rules to Prevent Misuse of Corporate Power" on Forbes.

Dr. Joe Folkman was working with a small group of leaders from a high tech company with more than 60,000 total employees. This group of 30 were considered to be some of the highest potential leaders in the company. In the time he spent with these individuals, it was clear they were a select and impressive group. He measured their effectiveness as leaders using our Extraordinary Leader 360 assessment and found that although all were considered high potential, not all were extraordinary leaders. Sometimes potential ratings come from experience, knowledge and expertise as opposed to leadership skills. He also gathered data from each person on 25 attitude questions and found that five of the attitude questions correlated strongly with overall leadership effectiveness. Leaders who strongly agreed with these particular attitudes also had higher overall leadership effectiveness scores. As he looked through the items, he came to the conclusion it was possible their attitudes on these items may have influenced their effectiveness as leaders. In this podcast, he describe these five attitudes in detail and gives some ideas on how to develop in these areas. Read the "5 Attitudes That Define Great Leaders" on Forbes.

Groundbreaking new research shows that most managers have some mistaken beliefs about the best kind of feedback to give their subordinates. Many favor giving negative or corrective feedback, believing that it does more good and has a lasting effect. More than 1/3 of leaders avoid giving positive feedback, apparently believing that it doesn’t do that much good. They agree that it is easier to give, but still they avoid giving compliments and kudos to subordinates and colleagues. Perhaps it starts with the perception that the really good managers are the tough graders, who are not afraid to tell people what’s wrong. Possibly they believe that giving people positive feedback will encourage a subordinate to let up or coast. Maybe they are emulating their prior bosses who gave little praise, but who pointed out any mistakes or weaknesses. Some may believe it a sign of weakness to praise subordinates. Finally, unfortunately, maybe many leaders just don’t know how to do it. However, recent research exposes many vital reasons why positive feedback is extremely important and should not be neglected. Data analysis provides some surprising, and counter-intuitive data. Join Jack and Joe as they reveal the exciting findings of this recent study! Visit zengerfolkman.com/podcast

Groundbreaking new research shows that most managers have some mistaken beliefs about the best kind of feedback to give their subordinates. Many favor giving negative or corrective feedback, believing that it does more good and has a lasting effect. More than 1/3 of leaders avoid giving positive feedback, apparently believing that it doesn’t do that much good. They agree that it is easier to give, but still they avoid giving compliments and kudos to subordinates and colleagues. Perhaps it starts with the perception that the really good managers are the tough graders, who are not afraid to tell people what’s wrong. Possibly they believe that giving people positive feedback will encourage a subordinate to let up or coast. Maybe they are emulating their prior bosses who gave little praise, but who pointed out any mistakes or weaknesses. Some may believe it a sign of weakness to praise subordinates. Finally, unfortunately, maybe many leaders just don’t know how to do it. However, recent research exposes many vital reasons why positive feedback is extremely important and should not be neglected. Data analysis provides some surprising, and counter-intuitive data. Join Jack and Joe as they reveal the exciting findings of this recent study! Visit zengerfolkman.com/podcast

In this edition of the Zenger Folkman podcasts series, Cheryl Snapp Conner turns the table and interviews Dr. Jack Zenger and Dr. Joe Folkman to discuss their new book, Speed: How Leaders Accelerate Successful Execution and the upcoming Zenger Folkman Speed workshops. Cheryl Snapp Conner is a columnist, author, and speaker. She writes ongoing columns on business communications for Forbes and Inc. and authored the Forbes eBook, Beyond PR: Communicate Like a Champ in the Digital Age. Download the eBook for "Insights on Speed and Quality"

In this edition of the Zenger Folkman podcasts series, Cheryl Snapp Conner turns the table and interviews Dr. Jack Zenger and Dr. Joe Folkman to discuss their new book, Speed: How Leaders Accelerate Successful Execution and the upcoming Zenger Folkman Speed workshops. Cheryl Snapp Conner is a columnist, author, and speaker. She writes ongoing columns on business communications for Forbes and Inc. and authored the Forbes eBook, Beyond PR: Communicate Like a Champ in the Digital Age. Download the eBook for "Insights on Speed and Quality"

In the last year many clients have taken a serious look at their performance management systems. Ask any manager or employee about their opinion of the performance review process and you will rarely hear any positive comments. In this presentation, Jack and Joe are joined by Kelly Kuras, Sr. Manager of Talent and Organization Evaluation at General Motors, to share what they have done to redefine performance management in their organization. While each organization will come to differing processes and systems, we will answer the question: “What are the few fundamental elements that are critical to make any performance management process successful?” Watch the video recording of the entire webinar.

In the last year many clients have taken a serious look at their performance management systems. Ask any manager or employee about their opinion of the performance review process and you will rarely hear any positive comments. In this presentation, Jack and Joe are joined by Kelly Kuras, Sr. Manager of Talent and Organization Evaluation at General Motors, to share what they have done to redefine performance management in their organization. While each organization will come to differing processes and systems, we will answer the question: “What are the few fundamental elements that are critical to make any performance management process successful?” Watch the video recording of the entire webinar.

In the last year many clients have taken a serious look at their performance management systems. Ask any manager or employee about their opinion of the performance review process and you will rarely hear any positive comments. In this presentation, Jack and Joe are joined by Maria Brennan and Crystal Zuckerman, both Directors of Human Resources at Celgene, to share what they have done to redefine performance management in their organization. While each organization will come to differing processes and systems, we will answer the question: “What are the few fundamental elements that are critical to make any performance management process successful?” Watch the video recording of the entire webinar.

In the last year many clients have taken a serious look at their performance management systems. Ask any manager or employee about their opinion of the performance review process and you will rarely hear any positive comments. In this presentation, Jack and Joe are joined by Maria Brennan and Crystal Zuckerman, both Directors of Human Resources at Celgene, to share what they have done to redefine performance management in their organization. While each organization will come to differing processes and systems, we will answer the question: “What are the few fundamental elements that are critical to make any performance management process successful?” Watch the video recording of the entire webinar.

In the last year many clients have taken a serious look at their performance management systems. Ask any manager or employee about their opinion of the performance review process and you will rarely hear any positive comments. In this podcast, we share the results of our own research and analysis about revamping performance management. While each organization will come to differing processes and systems, we will answer the question: “What are the few fundamental elements that are critical to make any performance management process successful?” To watch the video recording of the entire webinar and listen to past podcast episodes, visit zengerfolkman.com/podcast.