What we see when we administer 360-degree feedback surveys on behalf of leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws. They are shocked to find themselves scoring so low — even though approximately 30% of all the leaders we’ve studied have at least one fatal flaw.
Content: Article | Author: Jack Zenger | Source: Harvard Business Review | Subjects: Career / Employment, Personal Development
A high-potential employee is usually in the top 5% of employees in an organization. These people are thought to be the organization’s most capable, most motivated, and most likely to ascend to positions of responsibility and power. To help these employees prepare for leadership roles in a thoughtful, efficient manner, companies often institute formal high-potential (HIPO) programs. And yet, according to our data, more than … [ Read more ]
Content: Article | Author: Jack Zenger | Source: Harvard Business Review | Subject: Human Resources
We analyzed data describing the behavior of 3,492 participants in a development program designed to help managers become better coaches. As part of this program, their coaching skills were assessed by others in 360-degree assessments. We identified those who were perceived as being the most effective listeners (the top 5%). We then compared the best listeners to the average of all other people in the … [ Read more ]
Content: Article | Author: Jack Zenger | Source: Harvard Business Review | Subjects: Leadership, Management, Organizational Behavior, Personal Development
There is one thing that profoundly and consistently changes lives — what’s generally referred to as the 360-degree feedback process. Here’s what they do that makes the difference.
Content: Article | Authors: Jack Zenger, Joseph Folkman | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior
The authors–a university professor and two heads of consulting firms–divide leadership priorities into four areas: employees, organization, customers, and investors. A company head generally has to focus on one responsibility over the other three, but can’t get away with ignoring any of them for very long. They explain each of these four priorities in depth–noting, for example, that keeping employees committed and productive means “mass … [ Read more ]
Content: Book | Authors: David Ulrich, Jack Zenger, Norman Smallwood | Subject: Leadership