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July 30, 2014

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The Skills Leaders Need at Every Levelby Joe Folkman

hbrA few weeks ago, we were asked to analyze a competency model for leadership development that a client had created. Its was based on the idea that at different points in their development, potential leaders need to focus on excelling at different skills. For example, in their model they proposed that a lower level manager should focus on driving for results while top executives should focus on developing a strategic perspective.

Intuitively, this makes sense, based as it is on the assumption that once people develop a skill, they will continue to exercise it. But, interestingly, we don’t apply it in athletics; athletes continue to practice and develop the same skills throughout their careers. And as we thought about the excellent senior executives we have met, we observed that they are, in fact, all very focused on delivering results, and many of the best lower level managers are absolutely clear about strategy and vision. This got us to wondering: Are some skills less important for leaders at certain levels of the organization? Or is there a set of skills fundamental to every level?

To see, we compiled a dataset in which we asked 332,860 bosses, peers, and subordinates what skills have the greatest impact on a leader’s success in the position the respondents currently hold. Each respondent selected the top four competencies out of a list of 16 that we provided. We then compared the results for managers at different levels. ...Continued on Harvard Business Review.

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October 16, 2013

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The Truth About Bad Bossesby zengerfolkman

Originally posted by The Wall Street Journal by Rachel Feintzeig on October 16, 2013

BN-AA222_1016th_F_20131016101836It’s Boss’s Day, but for many workers, there’s little cause for celebration.

There’s the boss who’s never there, the boss who tries to be everyone’s best friend (and forgets to give her new BFFs any structure or direction), the boss who is perhaps not as smart as her underlings and rarely has a clue what’s going on.

There’s also the boss who’s eccentric and upbeat, a whirlwind of energy who somehow never seems to find more than two minutes to talk to her direct reports. And then there’s the “hurry up and wait” boss who orders workers to go full speed on projects–but then nothing ever comes to fruition.

Most of these characters have been around for the last 15 or 20 years, says Tom Gimbel, the chief executive of LaSalle Network, a Chicago staffing firm that worked with 1,500 hiring managers last year. Technology has brought with it more ways to be a bad boss. As an example, he cites the email-loving boss, who refuses to engage in face-to-face conversations or brainstorming, instead always communicating from behind a computer screen.

Jack Zenger, CEO of leadership consultancy Zenger Folkman, says the image that pops into many people’s minds when they think “bad boss” is of Michael Scott, the fictional paper company regional manager played by Steve Carell in the former NBC sitcom, The Office.

Scott is inappropriate, inept and bumbling, yet most real-life bad bosses aren’t nearly as entertaining, they just lack vision and direction, Zenger says. He adds that most bad bosses sin by omission, failing to articulate clearly what they want or failing to confront others when things are amiss. They’re not good at collaborating with other people in the organization and they’re not transparent with their groups. ...Continued on The Wall Street Journal.

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December 8, 2011


Can Strengths Be Carried Too Far?by zengerfolkman

We can all think of examples of things that are good for us when done in moderation, but when done in excess can be harmful.  For example, drinking water is generally good for us.  But, when done in excess, even drinking water can become deadly.  The same thing holds true for exercise.  It is a good thing when done in reasonable doses, but people injure themselves when they get carried away.

Can Developing Strengths be Taken too Far?

That same concern has been expressed about leaders building their strengths.  Does that same principle of the danger of going too far apply to leadership development?   There are those who strongly argue “Yes.”  That point of view was strongly advanced by two respected researchers, Kaiser and Kaplan in an article in the Harvard Business Review entitled, “Stop Overdoing Your Strengths.”  Here is the essence of their argument.  They divided leadership behavior into two buckets.  They labeled one group of behaviors as “forceful” and the other group of behaviors they label as “enabling.”

  1. Forceful behaviors included such things as being highly directive, always stepping in to take charge, making every decision, and pushing others to higher productivity.
  2. Enabling behaviors included being cautious, gentle, understanding, mild mannered, expressing appreciation but not criticism, not standing up for personal beliefs and being almost exclusively focused on other people.

Each of these was then defined as a  “strength.”  Their argument goes on to say that if a person overuses forceful behavior, their effectiveness is diminished.  Similarly, if a leader uses enabling behavior to excess, then  their effectiveness declines in a similar way.

We would wholeheartedly agree with their conclusion about these two groups of behavior.  Either one taken to an extreme leads to ineffectiveness.  We can all think of leaders who are autocratic and micro-managing.  They are prime candidates for the bad-boss distinction.

And if you have worked in organizations for very long, you’ve probably met a manager who was reluctant to step into problems, who was excessively nice, and who desperately needed to be liked by others far more than feeling the need to get things accomplished.  That is highly ineffective behavior.

So where is the disagreement?

Strengths Need to be Carefully Defined

We take issue with defining forceful and enabling behavior as strengths.  These terms describe behaviors, but not every behavior is a strength.  Simply because a trait can be described does not elevate it to being a strength.  Indeed, we and others who have attempted to analyze and define strengths have come to the following conclusions regarding the definition of a strength:

  1. A trait or behavior that produces positive outcomes
  2. A trait or behavior that is valued in its own right
  3. A trait that when used does not diminish or detract from others
  4. A trait that can be used in widely varying situations
  5. A trait that has enduring value
  6. A trait that is consistently admired when displayed by others
  7. A trait or behavior displayed at an extremely high level, typical of those at the 90th percentile

If the above set of criteria is applied to “forceful” and “enabling” as two traits, it is easy to see that they fail the test.  Being forceful does not always produce good outcomes, it is not valued in its own right, it detracts from other valuable behaviors, it doesn’t work in all situations, and we don’t consistently admire people who possess that trait.  If someone is at the 90th percentile on that behavior, a large majority of people would seek to avoid them.

The same analysis could be done with enabling behavior.  It becomes readily apparent that it will fail this set of criteria that describe a true strength.

Examples of Strengths

Our research leads us to an entirely different set of strengths.  From our research the strengths that emerged were the following:

  • Character
    • Problem Solving Skills
    • Technical Competence
    • Taking initiative
    • Focus on results
    • Communication skills
    • Innovation

Can you have too much of these?  The contrast between these strengths and those identified by Kaplan and Kaiser is simply that it is hard to imagine someone having too much character, or being too good of a problem solver, or being too technically competent.

Achieving Balance

Our conclusion is that true strengths cannot be overdone.  There is no danger of a leader working too hard and become overly effective and proficient at something that is a true strength.  Those qualities that are defined as strengths can be pursued vigorously and without any fear of going too far.  Moderation is not the optimum objective.  There is virtue in having balance in the use of strengths, but that does not mean ratcheting back on one in fear that it will detract from another.

Kaplan and Kaiser suggest that backing off strengths is the right solution.  The person seen as “too forceful” should be more moderate.  The “too enabling” person should be less empowering or less sensitive to others.

Balance is important, but our remedies for getting balance differ.   For example, our data clearly shows that a leader who gets extremely high scores on “drive for results” will be more effective if those scores are balanced with high scores on interpersonal relationships.  We frequently coach leaders who have extremely high scores on driving for results.  They often catch a certain degree of criticism from colleagues about the impact they are having on the organization.  But asking this leader to ratchet down a passion for results is not the best advice in our opinion. That is probably a big part of what got this leader into his or her current position. Our recommendation is to hang tight on high standards and lofty expectations; but balance it with a greater emphasis on developing new “people” relating behavior.

One executive who sought to optimize his strengths decided he wished to be more inspiring and motivating.  His resolve was to do the following, and  he put sticky notes on his computer screen to remind him of the following:

  • Be more effusive with praise.
  • Let people figure things out for themselves
  • Always ask,  “What do you think”
  • Delegate more things (ask others what they’d like to do)
  • Deliberately set stretch goals with my team
  • Paint (and repaint) a compelling vision

The more strengths a leader possesses the greater the likelihood of making a profound contribution to the organization.


In short, we find no evidence that what we and others have identified as strengths can ever be overdone.  Therefore, we can’t envision a time when we would advise a leader to tone down one of their strengths.  Some might see these differences as subtle nuances.  They are not.  These result in very different approaches to improving leadership behavior.

Jack Zenger -- CEO & Co-founder




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October 18, 2012

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Solving the Bad Boss Problem: Could The Answer Begin With You?by zengerfolkman

Posted  by Jack Zenger on Oct. 16, 2012

A new study reports only 36 percent of Americans are happy at their job and close to 60 percent of Americans say they would do a better job if they got along better with their boss. America obviously has a boss problem.

October 16 is National Boss Day, and while many use this day to honor their boss, it appears that many more are complaining. But low satisfaction with bosses might actually have less to do with bosses than it does with those who are complaining.

Can this situation get better for workers if they effectively manage their managers?

After giving thousands of leaders feedback on their leadership effectiveness it has become very apparent that some people do an excellent job of managing their mangers while others do a terrible job.

In our analysis of more than 27,000 leaders, we found that building a more positive relationship with one’s manager was NOT one of the top actions that impacted the manager’s rating of the employee; the assumption that kissing up improves one’s standing with the boss is false.

Our results identified eight behaviors that are highly valued by managers and represent the key levers to success with your manager:

1. Strategic clarity and direction. Managers wanted their direct reports to be absolutely clear about where the organization is going and how they were going to get there. What managers were looking for were direct reports who were not only clear about the big picture but also the details.  It was necessary for these people to look beyond the day-to-day work and take a longer-term, broader view. For some direct reports the problem is not that they are unclear about the strategy but that they fail to demonstrate their knowledge and understanding to their manager. A useful way of demonstrating strategic perspective is to translate the vision and objective into meaningful goals for their team.

2. Quickly Recognizing Problems, Trends and Opportunities. Frequently people get so wrapped up in doing their work that they fail to see potential problems that will have a negative impact on the results. Being the last person to recognize a shift in customer preferences or new opportunities can create a very negative perception in the eyes of managers. Resisting changes that are meant to move the organization forward can also be a problem.

Read the rest of Jack Zenger & Joe Folkman's post on Forbes.

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July 15, 2011

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7 Questions to Consider When Analyzing Your 360 Re-assessment Reportby zengerfolkman


O.K., here’s today’s geography question: which is further west – the oceanfront, palm lined beaches of Los Angeles, California or the mountainous gambling mecca of Reno, Nevada? Most people asked this question are in disbelief when told their answer, “Los Angeles”, is incorrect. For the skeptics, you can check out your favorite online map to verify you’ll definitely be heading west going from your favorite surfing site in the City of the Angels (118.4 degrees west longitude) to your favorite slot machine in Reno (119.8 degrees west longitude). A little north, too.

Some things in life aren’t obvious, and may even be counterintuitive. The Reno-to-LA question is one example. Another is the answer to this question: “How do I analyze that follow-up 360 report I’ve just received?” You received your first 360 assessment about a year ago and it was very helpful. Using the feedback in it you got a much clearer picture of how you were perceived by those around you. Now, twelve months or so have gone by, you’ve worked hard to develop one or more of your leadership competencies and you’ve just gotten the results from your second 360 survey. The scores and comments from others may reflect marked improvements in your leadership effectiveness. They may indicate others think there’s been little change, or they could show that others’ perceptions (gulp!) have actually become less favorable.

If you’re like most people, after diving into your reassessment results you’re probably wondering, “with all the development effort I’ve put in during the last year, why did I get the results I got?” As leadership coaches, we’re often asked by leaders to help sort out this question. Of course, as with any good coaching, the answer is usually “it depends.” That’s because there are a wide range of factors that can affect the new results you’re digesting in your follow-up report. To help out in your analysis, here are seven questions for you to consider as you review your reassessment results and continue your leadership development efforts:

1.Was the competency you chose to develop one that would have a great impact on your effectiveness or, in hindsight, was it one that was not that important to others?

2.Was the implementation plan you created to build the competency an effective one or, as you look back now, was it more likely to not have much impact?

3.How much effort did you put into implementing your competency development plan following your first 360 assessment? More specifically, were you able to fully execute it as you originally committed, or did you end up spending less time on it than you planned?

4.To what degree did you involve others in your development plan and efforts? Were others aware of the changes you were trying to make and giving you ongoing feedback on your change efforts?

5.Did you change jobs or did key elements of your job assignment change between your initial 360 assessment and your reassessment? If so, did these changes alter others’ expectations of you or expose your skills at new/different competencies?

6.Were the raters who assessed you on your 2nd survey largely different? You may be in the same job, but did you have a different boss, direct reports, and/or peers rating you who may have had higher or lower expectations?

7.Did any aspects of the organizational environment change since your first 360 assessment? This could include factors like new organization-wide demands, a different corporate vision or direction, a shift in culture, or other changes that may have affected how you were perceived differently in your reassessment.

Each of these questions should give you some things to consider as you analyze your 360 reassessment report and try to answer the question “why did I get the results I got?” Unfortunately, some of the reasons may not be as obvious as LA being east of Reno. But I hope this has given you some new areas to explore and some ideas of possible causes.

Bob Sherwin
Chief Operating Officer

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May 2, 2012

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Does Leadership Development Really Work?by zengerfolkman

It's estimated that $60 billion is spent annually by corporate America on learning and development programs. Over 20 percent—about $12 billion—is spent on programs specifically for executives and managers.

I frequently hear comments from skeptics who say something like, “People don’t change. We invest all this time and money, and people stay the same.”  These comments call into question the wisdom of this significant investment being made by corporations worldwide.

I’d be the first to admit that there are programs being provided that are basically a waste of money.  They don’t work for lots of different reasons.  Sometimes the content is irrelevant.  It’s often so abstract and theoretical that no one can figure out how to apply it.  Other times, the delivery is just plain boring, with an instructor lecturing to a group of people who are more engrossed with their iPhone or Blackberry than with becoming better leaders.

But to conclude that leaders cannot or will not change is completely wrong, based on the data we’ve collected.  Let’s look at two extremes.  First, take a minority of leaders who have some behavior or trait that turns people off.  They may possess no energy or enthusiasm for their work.  Maybe they convey extremely low expectations about the quantity and quality of work their team needs to produce. Maybe they have no vision of what the group needs to produce going forward.  They may be lacking in some basic people skills, or unwilling to learn from their mistakes.

We’ve labeled behaviors like these “fatal flaws.”  They are highly visible and drag this person’s effectiveness significantly down.  When their boss, peers and subordinates complete a 360-degree feedback instrument for them, this group would typically be ranked in the bottom 20 percent of all leaders in the firm.  Is their any hope for them?

Read the rest of Jack Zenger's post on his Forbes blog: 

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September 15, 2011

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Are YOU an Inspiring Leader?by zengerfolkman

I just returned from a visit to the Pacific Northwest. Our destination was Friday Harbor in the San Juan Islands. I have a sister there who lives on a lovely boat and we had a “sister’s retreat” with a third sister and niece joining us. This was a very beautiful and inspiring time and place.

Within hours of arrival, I was impressed by the abundant natural beauty. On a bike ride the next day, a few deer actually meandered across the road in front of us. Looking to the right a few minutes later revealed several seals swimming playfully in the ocean. Back on our boat, a brood of translucent jelly fish captured our attention. All of these wonderful sites inspired me to set a few personal goals, and to journal about the experience—something I’d never normally do.

Inspiration comes in many forms for people. There are art forms that inspire, i.e., nature, music, dance, sports, theater, poetry, etc.  There is also the kind of inspiration that happens on the job. This is a very different type of inspiration.

Have you stopped to think about how you “show up” at work?

Are you a motivating and inspiring leader?

How would your employees answer that question?

Effective leaders must be able to motivate and inspire others. In fact, Zenger Folkman research shows that being inspiring and motivating is the single most important leadership competency.
What “Inspiring Leaders” do:

In our research we found 10 elements and qualities that set inspiring and motivating leaders apart from all the rest. These 10 qualities fell into 3 arenas: attributes, behaviors, and emotion.

1) Attributes

  1. Role Model
  2. Change Champion
  3. Initiative

It is clear that inspiring and motivating leaders are excellent examples of what they want others to do. People watch them 24/7 and there are never “time-outs” or vacations from being the leader.

The other two attributes describe the fact that inspiring leaders are constantly challenging the or­ganization to change. They are a constant and driving force to make things happen for the better. If status quo is the goal, then there is not a great deal of inspiration required.

2) Behaviors

We also found six more discrete, actionable behaviors used by inspiring leaders. The importance of some of these was a bit surprising to us, but no one of them comes as a shock. These were:

  • Stretch goals
  • Clear vision and direction
  • Communication
  • Developing People
  • Teamwork
  • Innovation

3) Emotion

The quality of being inspiring may come in a variety of flavors, but it is very much linked to emotion. There is not just one way that it happens, but rather, there are many ways leaders can evoke emotion. Being highly energetic and enthusiastic, for example, is associated with powerful and proper use of emotion. We believe being inspirational hinges on the ability of the leader to evoke an emotional response in others, and does not merely rely on the emotion the leader personally projects.

Becoming an inspiring leader is not limited to one set of core actions or values. Rather, inspiring leaders draw on a number of attributes and behaviors, all powered by their preferred emotional method. It is our suggestion that leaders implement one of the behaviors or at­tributes listed above and infuse it with positive emotion with their direct reports. Our research is definitive that by doing so, a leader will become more inspirational and, in turn, more productive and profitable.

Terry Robert – Senior Marketing Manager

For more information on our research on how to develop Inspiring Leaders you may click here.

To order the book, The Inspiring Leader—Unlocking The Secrets Of How Extraordinary Leaders Motivate please click here.

We welcome your questions. Please contact us at

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January 31, 2011

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Leadership Outside the Corner Office: 5 Ways to Leverage Leadership in Individual Contributorsby zengerfolkman

I do not covet the corner office. I don’t want to be the CEO, VP, or hold any position that requires the majority of my day to be spent managing people that manage other people. Some may see this as showing a clear lack of ambition or talent on my part. After all, in a competitive society, shouldn’t we always set our sights on the top rung of the ladder? Am I “settling” for something less because I lack confidence or drive? Or, do I climb to the beat of a different drummer?

Like many employees who fill senior-level technical or staff positions, I have chosen a creative /technical rather than a line management track. I have a passion for designing and developing compelling training programs and it is in this role where I contribute most to the success of our organization. Many would not consider me or my colleagues in similar roles as “leaders,” and yet, over the years I have gained some experience and developed a degree of expertise in leadership.  Zenger Folkman research has found that the majority of competencies that differentiate an Extraordinary Leader are the same as those found in extraordinary individual performers.

It’s a common misconception that all leadership functions in a team, department, or division have to be performed exclusively by line management. When it comes to leadership tasks like transferring corporate culture, translating strategic vision into daily work tasks and priorities, developing others, or inspiring and motivating team members, senior level staff are often the key players. In addition, they tend to be more accessible and stable than line management.

Obviously, there is a potential source of leadership strength here that can benefit organizations if it is properly tapped and channeled. So, how can organizations leverage this latent leadership talent without moving the employee to a management or executive position?

  1. Talk to me about my role and my career. It’s not as though I haven’t noticed I’m not the boss. I’m generally OK with that, but I would like the opportunity to contribute more where I can and continue to develop my skills and career. High performing, experienced employees usually have an extensive network in the industry and if you’re not talking to them about their career, it’s highly likely somebody else is.
  2. Be lavish with your communication. I’ll let you know if I’m getting too much information. This inclusion has a number of benefits:
    • It shows trust and respect. No one likes to feel like they’re sitting at “the children’s table” and are therefore not privy to the adult conversation.
    • It allows me to align my tasks so they provide optimum benefit to the organization. It also shapes how I influence others in the performance of their tasks.
    • It fosters innovation and creative problem solving.
  3. Help me broaden my perspective by providing leadership training and opportunities to work on cross-functional teams or projects. By developing relationships outside our work group, I can often avoid or resolve issues without having to escalate them. Coach me in building my leadership strengths and provide regular feedback and guidance.
  4. Encourage me to mentor and help develop others. I take pride in building team expertise. Like Auntie Mame, I enjoy “spreading manure around and watching young things grow.” I get a kick out of being the person others call when they’re facing a particularly thorny problem.
  5. Lean on me. Trust me to be there for you and cover your back just like I trust you to intervene, when necessary, to protect our team and secure the resources we need to do our best work. It’s this atmosphere of reciprocal trust that leads to the highest levels of engagement and productivity.

To learn more about career development stages and how to optimize the contributions of individual contributors, visit the Zenger Folkman Leadership Resource Center.

Camille B. Price --  Director of Product Development

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November 10, 2010

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Communicating with Courage and Candor: 7 Tips for Maintaining Morale During a Layoffby zengerfolkman

In his novel Treasure Island, Robert Louis Stevenson’s band of pirates pronounce guilt upon an offending party by handing the accused a piece of paper containing a black spot. The offending party, thus warned, is left to stress and worry for an indeterminate amount of time about when or how the death sentence, that comes with the black spot, will be administered. The black spot is delivered by an intermediary giving the accused no opportunity to defend himself or look his accuser in the eye.

At one point in my career, I went through an experience where over 80% of my department was laid off. This happened gradually over a period of weeks. Almost every Friday morning half a dozen or so employees would arrive at work to find a memo on their desk inviting them to a three o'clock meeting with the department head, Director of HR, and a company VP. It only took one round of these memos for us to figure out what was going on and for them to earn the label of "black spot memos."

You can probably imagine the horrific impact these memos had on the morale and productivity of the department. On Friday mornings, we all approached our desks with trepidation, then relief, if there was no black spot memo, then guilt for feeling relieved as we learned who amongst our colleagues would not be returning on Monday. Of course, the rest of the day was lost to complaining and commiserating.

While there's no really good or easy way to inform someone they’re being laid off, the method just described is a particularly poor one because it is impersonal, vague, and drawn out. Not only was it embarrassing and devastating to those individuals being laid off, but it left coworkers with the responsibility of absorbing the brunt of their grief, anger, and frustration.

Contrast this with another round of layoffs I experienced several years later. It started with an organization-wide meeting where the CEO explained the conditions that precipitated the need for the layoff. He also talked about what the company had already done to try and avoid the layoff and additional steps that were being taken to secure future recovery.

As a follow-up to the organization -wide meeting, our department held a meeting where the department head went into more detail about the cuts that would be required. She outlined the severance package that was being offered and described other support services that would be made available. She then described her personal distress over having to lose any member of this team she'd come to regard so highly. She then outlined the process that would be followed during the layoff period and recommended ways we could help and support each other.

Over the next three weeks, she personally interviewed every person in the department. During these interviews, she listened to our fears, frustrations, and concerns and answered questions about the process and available support services. She was as candid as possible about our individual chances for being laid off and asked us how we would prefer to be notified. She even asked if there were other areas of the company we would be interested in working for or if there were reasons we might want to volunteer for the layoff.

Because there were a number of projects that had to be ramped down, this layoff also extended over a period of weeks with a few people leaving every week or two. But the feeling was much different. It was more supportive and less blameful. Of course there was anxiety, but there was also hope because we had a clear vision of what things would be like once we got through the tough patch. Employees were treated respectfully and returned that respect in kind.

From these two experiences, I've learned that when leaders communicate with courage and candor, it makes a tremendous difference in productivity and esprit de corps. It determines whether the fires of adversity forge strong tempered relationships or result in an organizational meltdown. The following communication tips can help you maintain employee morale during a layoff or other difficult transitional time.

1. Communicate the Big Picture. Let employees know why the layoff is required and what other cuts were made or actions were taken in an effort to avoid layoffs. Let everyone know the benefits that are being provided for those that will be laid off and about any counseling or other services that will be provided for those who will remain.

2. Take the Long View; Focus on the Future. Talk about what it will look like on the other side once the company gets through the tough time. Indicate what actions are being taken to assure that the organization will recover.

3. Acknowledge the Negative Feelings (anger, betrayal, envy, frustration) and pressure caused by the layoff, but do not dwell on them. Express appreciation for employees’ continued hard work and dedication through the tough times.

4. Ask Employees for their Patience, Understanding and Support. It's important for them to know this is not taken for granted. It's also important they're aware that these circumstances and decisions are tough on you too.

5. Be as Transparent as Possible about the criteria being used to determine who will be laid off so employees can see that it is objective and fair.

6. Ask Team Members to think about ways they can help each other.

7. Allow Time and Space for Employees to Vent fears and frustrations. Stay positive, but don't pretend it’s business as usual.

Camille Price – Director of Product Development

Big organizational changes planned for 2011? Get the checklist for leading change in our Leadership Resource Center Log In Now

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November 4, 2010

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38 Ways Leaders Harness the Power of Emotionby zengerfolkman

An excerpt from this month's featured whitepaper, 38 Ways Leaders Harness the Power of Emotion by Jack Zenger.

Through the use of a statistical technique called “discriminate analysis” we were able to discover several different categories of ways leaders make an emotional impact on their colleagues. We have organized our suggested ways for a leader to harness the power of emotion based on these different styles. It does not appear that one is more powerful than another. But one fact becomes extremely clear from the analysis of our data, the broader the leader’s repertoire of connecting emotionally with others, the more effective the leader will be.


  • Speak with a smile on your face, good posture, animation, force, gestures and brisk pace.1.
  • Use language that is upbeat and positive.


  • In specific and vivid terms, describe your vision of an ideal future state or condition.
  • Talk with individuals about how their work enhances the overall strategy of the organization.


  • Seek the opinions of all group members on important strategic decisions.
  • Emphasize the positive elements of any new suggestion before raising any concerns.


  • Stay abreast of the latest technology and research that relates to your work. Share that information freely.
  • Create specific opportunities in which to share your technical information with others members of your organization.


  • Put on paper your core beliefs and values and share those with members of your team.
  • Write down commitments and promises made to individuals and review these periodically to insure that they are being honored.


  • Meet all personal commitments on time and with high quality.
  • Follow through with others on the dates when items are to be delivered or projects completed.

Get the full list of 38 Ways Leaders Harness the Power of Emotion here

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