The 90th Percentile: An Unconventional Leadership Podcast

Details In today’s episode of The 90th Percentile, we challenge one of the most persistent myths in modern work: that you must choose between speed and excellence. As AI accelerates productivity at lightning pace, many leaders are wondering—can humans keep up without compromising quality? Dr. Jack Zenger joins us to share groundbreaking research from over 50,000 leaders and 700,000 multi-rater feedback surveys to prove that top leaders don’t choose—they master both. We explore: What separates fast-and-effective leaders from the rest The five key behaviors that enable dual performance Why AI can increase volume but not value How interruptions silently erode quality And how high-performing organizations protect time for deep work Whether you’re leading a team or navigating your own workday, this episode offers practical advice for thriving in a world that demands both urgency and rigor. Key Points Speed and quality are not trade-offs—they’re traits of top performers.95% of top leaders in the Zenger Folkman study were rated both fast and effective. The best leaders master five behaviors that drive dual performance:Trusted decision-making, clear vision, personal courage, access to expertise, and setting stretch goals. AI accelerates volume—but can’t replace human judgment.Use AI to expand capacity, not to substitute nuance, ethics, or originality. Interruptions kill quality.Cognitive residue from task-switching reduces performance—even when extra time is given. Deep work requires protected time. Great leaders switch intentionally between responsiveness and reflection.The ability to balance quick action with strategic thought is a defining trait of effective leadership. 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 170: AI, Speed, and the Future of Thoughtful Work first appeared on ZENGER FOLKMAN.

Details In today’s episode, we’re unpacking new research from Zenger Folkman that reveals what truly separates high-performing teams from the rest. After analyzing 171 teams—many of which were struggling with negative customer feedback—we identified 10 key behaviors that predict whether a team will turn things around or stay stuck. If you’re leading teams or responsible for developing them, this episode offers data-backed insights, pulse-check questions, and practical strategies you can use right away. Key Points Extraordinary teams don’t happen by accident.Zenger Folkman’s latest research shows that high-performing teams intentionally develop behaviors that build trust, clarity, and collaboration. These teams respond to challenges differently—and outperform others in both engagement and execution. Ten specific behaviors separate top teams from the rest.From empowered decision-making to proactive problem-solving, the data reveals ten key differentiators. These include strategic alignment, cross-functional cooperation, and a culture of recognition—all backed by statistically significant findings. Simple questions can reveal team health.Each of the ten behaviors can be assessed with a quick pulse-check question. Leaders can use these questions to gauge where their teams are thriving—and where they need support. Small changes lead to big impact.The episode shares actionable strategies for each behavior—ranging from goal alignment huddles to decision-making guidelines—that HR leaders and team managers can implement immediately. Team development is no longer optional—it’s a competitive advantage.While individual leadership development is critical, organizations that also invest in team-level development see greater returns. Zenger Folkman’s new product, The Extraordinary Team, helps teams assess, grow, and sustain high performance through a research-backed development experience. 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 169: 10 Leadership Behaviors That Set Great Teams Apart first appeared on ZENGER FOLKMAN.

Shanna Goodell, Head of Learning and Development at Druva, emphasizes that well-being is a leadership imperative and not just a perk. She discusses how personalizing wellness strategies fosters engagement and productivity. Shanna highlights the critical role of self-awareness for leaders and how employee resource groups like Druva's Women’s ERG tackle vital issues such as women's health. Ultimately, she illustrates how creating a supportive and inclusive culture directly impacts employee performance and satisfaction.

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.

Mark Schaff, a seasoned leader in coaching and talent development, explores the intriguing intersection of AI and leadership. He discusses how AI can help managers feel more prepared and confident in coaching, providing structure without replacing the critical human element of trust and empathy. Mark highlights the effective FUEL model that complements AI tools, ensuring coaches can still foster meaningful connections. He also tackles concerns about privacy and the importance of balancing AI assistance with personal interaction in leadership development.

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.