The 90th Percentile: An Unconventional Leadership Podcast

Details In this episode of The 90th Percentile, we explore the enduring relevance of a decades-old leadership theory that feels more urgent than ever. Joe Folkman joins us to revisit Control Graph Theory—first introduced in the 1960s—and shares new research from over 200 teams showing why the total amount of influence in an organization matters more than whoholds it. We discuss why authoritarian leadership is making a comeback, how centralized control stifles engagement, and what modern leaders can do to create workplaces where people feel heard, valued, and empowered. From Amazon’s algorithmic management systems to Toyota’s famous Andon cord, we examine real-world examples of what happens when influence is hoarded versus shared. Whether you’re a seasoned executive or a rising leader, this episode offers practical steps to shift from a control-centric mindset to one that cultivates broad-based influence—without sacrificing speed, accountability, or performance. Key Learnings More Influence = More EngagementTeams with higher total influence—spread across managers and employees—consistently outperform those with concentrated control at the top. Authoritarian Approaches Are BackfiringAmid economic uncertainty and new surveillance technologies, some leaders are reverting to command-and-control models. The result? Lower morale, higher turnover, and reduced innovation. Crisis ≠ Excuse for ControlWhile centralized decisions may be necessary during acute crises, organizations that routinely distribute influence are more resilient in the long run. Leaders Must Invite and Act on InputEmpowering others doesn’t mean losing control—it means gaining commitment. Leaders should create real opportunities for input and close the loop on how it’s used. Influence Isn’t a Zero-Sum GameGreat leaders don’t hoard power—they expand it. By building trust and enabling contribution, they create teams that are more agile, engaged, and successful. 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 164: Control vs. Influence—What Today’s Leader’s Get Wrong first appeared on ZENGER FOLKMAN.

Details There’s a need to greatly increase the frequency and the quality of the recognition they give to their colleagues. That means recognition for people who report to them, their peers, and, yes, even their boss. The reality is that people in every direction in your organization need recognition. While the “great resignation” may have given way to the great re-evaluation, you might heavily consider the power of your positive affirmations. As we cope with the heavy situations piled on weekly, it does wonders to hear that you’re making a difference in your personal sphere of influence. This data we’ll share may not be groundbreaking, but maybe it can convince (or remind) you to open your mouth more often and tell people what they need to hear, not just what you want to say. Key Points Leaders rated in the bottom 10% for providing recognition had employees at the 27.4th percentile on engagement. By contrast, those leaders rated in the top 10% were at the 69.8th percentile. One survey reported the startling statistic that 29% of employees describe not having received any recognition or commendation within the past year. 145 managers resisted giving recognition and 513 preferred giving it. We compared that data to the more complete 360-degree assessment for those leaders, and those who were more inclined to give recognition were also perceived as being better at collaboration and teamwork, being open to feedback from others, building relationship, and inspiring and motivating others. Appreciation that is specific is far more powerful than a general “good job” comment. Being timely has great value.   Connect with Jack Zenger LinkedIn Twitter 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. Research Do You Tell Your Employees You Appreciate Them– Harvard Business Review Article by Jack Zenger and Joe FolkmanThe post Episode 89: Employee Recognition– Improving the Substance and Delivery first appeared on ZENGER FOLKMAN.

Details In this episode of The 90th Percentile: An Unconventional Leadership Podcast, we sit down with Bard Parnell, Senior Manager of Learning and Development at Mesa Labs, to talk about what really drives effective leadership—especially in a time of nonstop disruption. While many organizations are quick to chase the latest leadership trends, Bard shares why Mesa Labs has taken a different approach: doubling down on the fundamentals that actually work. He discusses how to distinguish between training and true development, why clarity and alignment are underrated superpowers, and how maturity in leadership often starts with saying, “I don’t know—but we’ll figure it out together.” If you’ve ever felt overwhelmed by the noise in the leadership space, this conversation will ground you in what truly matters. Key Learnings Don’t Chase Trends—Strengthen the Foundation. Leadership development shouldn’t be a series of fads. Bard emphasizes the need to anchor in proven, core leadership behaviors rather than constantly pursuing the “topic of the month.” Training Isn’t the Goal—Development Is. True leadership growth requires a sustained process, not a one-time event. Bard distinguishes between “training” and “developing” people, urging organizations to build long-term support and accountability. Clarity and Alignment Are Leadership Superpowers. Leaders who consistently create clarity and alignment—especially during disruption—are more likely to earn trust and drive performance. These aren’t complex skills, but they require discipline to maintain. Great Leaders Say, “I Don’t Know—But We’ll Find Out Together.” In times of uncertainty, leaders need the maturity to admit when they don’t have all the answers and the skills to guide their team through collaborative problem-solving. Invest in People—Even If They Leave. Mesa Labs builds a culture where development is prioritized, even if it means people grow into opportunities beyond the organization. The payoff? A more engaged workforce and a reputation for being a learning organization. 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 163: Staying the Course—Why Core Leadership Skills Still Matter first appeared on ZENGER FOLKMAN.

Details 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. Key Learnings Defining Resilience: At Core & Main, resilience involves leaders confidently navigating ambiguity and rapid changes, shifting from relying on past experience to embracing innovation and collaboration. Integrating New Leaders: With 11 acquisitions completed in 2024 alone, Core & Main prioritizes leadership integration workshops and cultural immersion activities, such as personalized meetings, practical gifts, and celebrating integration milestones, to smoothly transition new associates into their established culture. Continuous Leadership Development: Core & Main emphasizes ongoing, immersive learning experiences. Leaders participate in voluntary, high-touch training programs that include follow-up actions, accountability partners, and direct managerial involvement, ensuring sustained development beyond initial training sessions. Engagement and Retention: Core & Main connects leadership development directly to employee engagement. Regular engagement surveys, effective knowledge transfer practices, and leadership accountability significantly reduce turnover. Notably, 88% of succession-planned roles were filled internally, demonstrating strong internal leadership pipelines. Practical Advice for Leadership Programs: Evelyn advises organizations to view leadership development as a marathon, not a sprint. Sustainable programs addressing real organizational needs, consistent measurement, and involving leaders as subject matter experts are essential for long-term success and cultural alignment. 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 162: Building Resilient Leaders: Lessons from Core & Main first appeared on ZENGER FOLKMAN.

Details 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. Key Learnings Leadership Effectiveness Improved Globally Contrary to expectations, leadership effectiveness significantly increased worldwide during and after the pandemic. This was not limited to specific regions—improvements were consistent across North America, Europe, Asia, Africa, and Latin America. Learning Agility Saw the Greatest Boost The competency showing the most dramatic improvement was Learning Agility—the ability to seek feedback and adapt to new situations quickly. Leaders had to rapidly develop new skills, such as effective virtual communication and remote team management. Trust Levels Increased Significantly Leaders earned higher levels of trust by making tough decisions transparently and consistently demonstrating integrity during challenging times. The pandemic underscored the importance of authentic and honest communication in building trust. Feedback and Continual Improvement Became Essential Leaders significantly improved their openness to asking for and acting on feedback. This proactive approach to continuous improvement allowed leaders to quickly test and refine strategies in response to rapidly changing conditions. Enhanced Balance Between Employee Needs and Company Goals Leaders became more attuned to employees’ concerns and needs, promoting stronger collaboration and cooperation despite remote work. Leaders who balanced organizational objectives with empathy and clear communication were notably more effective. 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 How the Pandemic Permanently Elevated Management Effectiveness– Article by Joe FolkmanThe post Episode 161: Then and Now—How the Pandemic Boosted Leadership Effectiveness first appeared on ZENGER FOLKMAN.

David Rock, co-founder of the NeuroLeadership Institute, dives into the neuroscience behind feedback in the workplace. He reveals how giving and receiving feedback can trigger stress responses and explains the difference between authoritarian and servant leadership styles. Rock emphasizes the need for leaders to invite feedback to foster growth. He also discusses the importance of creating a supportive environment that encourages open communication and highlights the transformative potential of neuroleadership in improving feedback systems.

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 No One leadership Style is Universally Better. Despites longstanding debates and popular frameworks like Daniel Goleman’s six leadership styles, the research from Zenger Folkman found no statistically significant difference in overall effectiveness among the four styles studied—Expert, Connector, Driver, and Strategist. What matters more is how well a leader executes their chosen style, not which one they use. Each Leadership Style Has a Distinct Pattern of StrengthsEach style brings its own unique set of advantages: Experts excel in problem-solving, innovation, and technical depth. Connectors shine in relationship-building, inclusion, and collaboration. Drivers focus on performance, results, and integrity. Strategists are strong in future-focused thinking, change management, and external awareness. These patterns help leaders understand where they naturally thrive and what areas might need more attention. Effectiveness Comes From Developing Key Strengths, Not Mastering Everything. Highly effective leaders consistently have three to five well-developed leadership competencies, often ranking in the top percentiles in those areas. Trying to master every leadership behavior is neither realistic nor necessary. Instead, leaders should double down on their strengths and ensure they don’t have any major “fatal flaws.” Self-Awareness and Style Alignment Are Crucial. The research reinforces the idea that leadership effectiveness improves when people lean into their natural style—whether it’s technical expertise, relationship-building, results-orientation, or strategic thinking—and work to elevate it intentionally. Leaders don’t need to change who they are, but they do need to be aware of potential blind spots and proactively manage them.  Leadership Development Should Be Individualized, Not One-Size-Fits-All Rather than pushing everyone toward a single “ideal” leadership model, organizations and leaders benefit more from identifying natural styles, cultivating standout strengths, and filling in critical gaps. This approach encourages authentic leadership and allows for diverse leadership profiles to succeed in different organizational contexts. 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 Is One Leadership Style Better Than Others? Forbes Article by Joe FolkmanThe post Episode 159: Is One Leadership Style Better Than Others? first appeared on ZENGER FOLKMAN.

Details 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. Key Learnings 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. 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 5 Ways to Build a High Performance Team in Today’s Workplace– Article by Jack Zenger The post Episode 158: 5 Ways to Build a High-Performance Team first appeared on ZENGER FOLKMAN.

Details 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.  Key Learnings 1. Trust Is Contagious, But Not Easily Built 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. 2. The Link Between Trust and Business Performance 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. 3. Consistency Is the Hardest Trust Factor to Maintain 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. 4. Trust as a Competitive Advantage in Crisis Management 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. 5. Practical Steps for HR and Organizational Leaders 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. Connect with Jack Zenger on Twitter, LinkedIn, or Facebook. 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.