May 28, 2025
In a year where tech giants and other companies continue announcing layoffs (with over 185,000 tech layoffs in 2023 alone), job security remains top of mind for many professionals. When organizations implement workforce reductions, they rarely cut across the board—they strategically retain their highest performers and those with the greatest potential.
Zenger Folkman’s analysis of data from over 300 employees evaluated on 60 different behaviors revealed which qualities managers value most during uncertainty. Here are the seven most impactful actions that can help safeguard your position, backed by data and practical implementation strategies.
Research finding: Our research identifies learning agility as one of the strongest predictors of high performance ratings.
Most employees prefer roles with reasonable expectations, but standout performers embrace challenges requiring extra effort. While it’s natural to avoid difficult assignments, managers significantly value those who pursue excellence rather than mere adequacy.
A recent example: After Salesforce’s workforce reduction in 2023, CEO Marc Benioff emphasized the importance of employees who took on new challenges, with research showing that those who volunteer for stretch assignments have 34% higher retention rates during restructuring periods.
Action step: Identify one project outside your comfort zone this quarter and volunteer for it, documenting your learning process and results.
Research finding: Multiple studies show that consistent delivery is among the top factors managers consider when making retention decisions
Employees demonstrating unwavering determination to achieve timely, high-quality results earn their managers’ respect. Those who find ways to deliver despite challenges distinguish themselves from peers who accept defeat when facing obstacles.
Industry insight: McKinsey’s research on organizational resilience found that result-driven employees are significantly more likely to be designated as essential talent during downsizing exercises.
Action step: When facing your next obstacle, create and share a clear plan for moving forward, rather than explaining why something can’t be done.
Research finding: Studies consistently show that collaborative team players have significantly better retention prospects than those focused solely on individual achievement.
Many professionals view colleagues as competitors, but organizations increasingly value collaboration. The key to success is facilitating effective teamwork, sharing credit, and helping others succeed—becoming known as a culture builder.
Recent trend: According to Harvard Business Review, organizations that foster collaborative cultures experience significantly fewer layoffs during economic downturns, with collaborative teams showing up to 50% better retention during restructuring.
Action step: Make it a weekly practice to highlight a colleague’s contribution in team meetings or company communications.
Research finding: Research indicates that values alignment is a significant factor in retention decisions during organizational restructuring.
Employees who consistently follow protocols and honor commitments are highly valued. As careers advance, some begin to believe different standards apply to them—a mindset that creates problems. Those who “walk their talk” earn trust at all levels.
Workplace study: Deloitte’s Global Human Capital Trends report found that companies increasingly prioritize values alignment when making retention decisions, with employees who exemplify company values being significantly less likely to be affected by downsizing.
Action step: Identify your organization’s top three values and document how you’ve demonstrated each in the past month.
Research finding: Studies show that employees who both possess and effectively share specialized knowledge are significantly more valuable to organizations.
Technical expertise creates value that’s difficult to replace quickly. However, the most indispensable employees combine deep knowledge with the ability to share it effectively—becoming resources rather than bottlenecks.
Industry example: Microsoft CEO Satya Nadella has consistently emphasized that technical leaders who share knowledge and mentor others create more value for the organization than isolated specialists, making them more essential during restructuring periods.
Action step: Create one knowledge-sharing artifact (documentation, training session, or process guide) this month based on your unique expertise.
Research finding: Zenger Folkman’s research shows that employees who bring positive energy to their teams drive significantly higher performance and engagement levels.
While approximately 72% of people primarily influence through directives, the most effective employees combine direction with inspiration. By energizing those around you, you create a positive environment that managers are reluctant to disrupt.
Recent study: The Gallup Workplace Engagement Report found that teams with at least one consistently energizing member showed 27% higher productivity and significantly lower turnover rates.
Action step: Identify three ways to bring more positive energy to routine meetings or projects and implement them this week.
Research finding: Studies show that employees actively seeking feedback demonstrate greater adaptability and continuous improvement.
Employees actively seeking feedback throughout the year are more likely to implement guidance—precisely because they requested it. This practice demonstrates humility, commitment to improvement, and self-awareness.
Corporate trend: Google’s approach to performance management has evolved to track feedback-seeking behavior after research showed it strongly correlates with adaptability and career growth potential.
Action step: Schedule monthly 15-minute feedback conversations with your manager and one peer, focusing on one specific area for improvement.
The Bottom Line: Our research shows that individuals who effectively implement these seven approaches influence 63% of the variability in their supervisor’s performance ranking. In today’s volatile job market, where even profitable companies continue restructuring, these behaviors significantly improve your chances of being valued and retained.
What other strategies have you found effective for increasing your workplace value? Share your experiences in the comments.
This article is based on organizational research involving over 300 employees across industries evaluated on 60 different workplace behaviors. For more in-depth findings, subscribe to our monthly research briefing in our Zenger Folkman Newsletter.
References:
[1] Layoffs.fyi. (2023). “2023 Tech Layoff Tracker.” https://layoffs.fyi/
[2] Harvard Business Review. (2023). “How to Keep Your Job in an Uncertain Economy.” https://hbr.org/2023/01/how-to-keep-your-job-in-an-uncertain-economy
[3] McKinsey & Company. (2022). “The Organization Blog: Resilience for Sustainable Inclusive Growth.” https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/resilience-for-sustainable-inclusive-growth
[4] Harvard Business Review. (2022). “Collaborative Overload.” https://hbr.org/2016/01/collaborative-overload
[5] Deloitte. (2023). “2023 Global Human Capital Trends.” https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html
[6] Microsoft. (2022). “Satya Nadella on Building a Learning Culture.” https://www.microsoft.com/en-us/microsoft-365/blog/2017/08/22/satya-nadella-on-building-a-learn-it-all-culture/
[7] Gallup. (2022). “State of the Global Workplace Report.” https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
[8] Harvard Business Review. (2023). “The Power of Feedback-Seeking Behavior.” https://hbr.org/2022/01/research-how-seeking-feedback-helps-manage-stress
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