The 90th Percentile: An Unconventional Leadership Podcast

Details In this episode of The 90th Percentile, we sit down with Rose Christensen, Senior Learning & Development Leader at Wright Service Corp., to explore what it really takes to grow leaders across dispersed, specialized, and fast-growing teams. With over 6,000 employees spread across North America and roles ranging from field-based technicians to executives, Wright Service Corp. has had to rethink traditional leadership development models. Rose shares how they’ve scaled programs across levels, embraced hybrid flexibility, and met employees where they are—with mobile learning, tailored cohort programs, and a culture rooted in trust and business partnership. Key Points Flexibility Fuels OpportunityThe shift to remote and hybrid work enabled Wright Service Corp. to tap into a wider, more diverse talent pool—prioritizing skills over geography. Leadership Development Must Be LayeredOne-size-fits-all programs don’t work. Wright built tiered development pathways for first-level leaders, mid-level managers, and executives—scaling content to match job scope. Field-Based Teams Require Mobile, Bite-Sized LearningFor the 4,000+ employees working in the field, leadership development had to be accessible via mobile and delivered in shorter, more digestible sessions. Connection Still Matters in Hybrid ModelsHybrid learning experiences, culture clubs, and in-office events help foster belonging and reinforce organizational values—even across distances. Trust and Business Acumen are FoundationalRose emphasizes that strong relationships and a deep understanding of the business are essential for L&D to be seen as true strategic partners. 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 167: Flexible, Focused, and Future-Ready—L&D at Wright Service Corp. first appeared on ZENGER FOLKMAN.

Details With pressure mounting on managers to coach more often and more effectively, can AI offer real help—or does it risk making coaching feel robotic? In this episode of The 90th Percentile, we talk with Mark Schaff, former Principal Learning Administrator at the Orange County Transportation Authority. Mark brings decades of coaching and leadership development experience, along with fresh insights into how AI can support (but not replace) the human side of coaching. From the power of frameworks like Zenger Folkman’s FUEL model to the risks of over-relying on automation, this conversation dives into how AI might reshape the future of feedback and development. Key Points AI Can Help Managers Coach More Effectively—But Not Replace ThemMany managers avoid coaching because they feel unprepared, not unwilling. AI can provide structure and guidance, helping them enter coaching conversations with more clarity and confidence. Human Trust and Empathy Are Irreplaceable in CoachingWhile AI can suggest language, strategies, and timing, it cannot build the trust and emotional connection that makes coaching impactful. That human element remains critical. Frameworks Like the FUEL Model Enhance AI IntegrationZenger Folkman’s FUEL model—Frame, Understand, Explore, Lay Out a Plan—works exceptionally well with AI tools because it gives structure and repeatability. AI thrives when following well-designed models. AI Can Create a Safe Practice Space for LeadersBecause AI isn’t judgmental, it gives leaders a risk-free way to rehearse tough conversations, refine language, and receive feedback—making it easier to have real discussions later with their team. Success Depends on Organizational Readiness and TrustBefore implementing AI tools for coaching, organizations must assess their coaching culture and trust levels. In high-trust environments, AI can be a valuable partner; in low-trust environments, it may be resisted or misused. 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 166: Can AI Be Your Coach? The Promise and Peril of AI in Leadership Development first appeared on ZENGER FOLKMAN.

In this discussion, Paul Leboffe, a seasoned facilitator of team development, delves into the misconception that individual leaders alone drive performance. He argues that true growth stems from collective intelligence within teams. Paul highlights the dangers of 'being too nice,' which can undermine trust without anyone realizing it. With remote work becoming the norm, he emphasizes the urgent need for intentional support in diverse teams to bridge communication gaps. Tune in for fresh insights on integrating team development into leadership strategies.

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.

Joe Folkman, a renowned psychometrician from Zenger Folkman, reveals surprising data on leadership during the pandemic. Contrary to expectations, leadership effectiveness soared globally, with significant boosts in competencies like learning agility. Leaders demonstrated enhanced adaptability and communication, earning higher levels of trust through transparent decision-making. Joe discusses how this crisis transformed leadership styles, making leaders more responsive to their teams’ needs and better equipped for future challenges.

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.