1
00:00:00,218 --> 00:00:02,885
(chiming music)

2
00:00:05,400 --> 00:00:06,660
- Congratulations.

3
00:00:06,660 --> 00:00:09,590
You are embarking on an exciting journey.

4
00:00:09,590 --> 00:00:11,530
You will find this experience enriching

5
00:00:11,530 --> 00:00:13,370
and personally relevant

6
00:00:13,370 --> 00:00:15,840
as you take steps to
become a better leader.

7
00:00:15,840 --> 00:00:18,810
Each part of this development
experience is grounded

8
00:00:18,810 --> 00:00:20,760
in empirical research.

9
00:00:20,760 --> 00:00:23,580
Zenger Folkman performs
ongoing research using

10
00:00:23,580 --> 00:00:26,650
a growing leadership database
that presently has data

11
00:00:26,650 --> 00:00:29,500
on more than 120,000 leaders

12
00:00:29,500 --> 00:00:33,230
and over 1.5 million assessment responses.

13
00:00:33,230 --> 00:00:35,250
This research helps Zenger Folkman create

14
00:00:35,250 --> 00:00:37,980
impactful development experiences.

15
00:00:37,980 --> 00:00:41,110
There are seven key
research insights that frame

16
00:00:41,110 --> 00:00:43,190
the extraordinary leader
development experience

17
00:00:43,190 --> 00:00:44,870
that lies ahead.

18
00:00:44,870 --> 00:00:47,750
As you progress through this
experience, you will learn

19
00:00:47,750 --> 00:00:50,010
about each insight and how it applies

20
00:00:50,010 --> 00:00:52,140
to your development as a leader.

21
00:00:52,140 --> 00:00:54,260
In this briefing, we will cover four

22
00:00:54,260 --> 00:00:56,060
of these seven insights.

23
00:00:56,060 --> 00:00:57,130
Let's get started.

24
00:00:57,130 --> 00:00:59,170
The first insight we want you to know is

25
00:00:59,170 --> 00:01:02,100
that good does not equal extraordinary,

26
00:01:02,100 --> 00:01:05,350
and it is extraordinary leadership
that makes the difference

27
00:01:05,350 --> 00:01:07,110
for your organization.

28
00:01:07,110 --> 00:01:08,280
Our research tells us

29
00:01:08,280 --> 00:01:11,190
that extraordinary leaders who we define

30
00:01:11,190 --> 00:01:14,030
as leaders whose leadership effectiveness

31
00:01:14,030 --> 00:01:17,350
is within the top 10%
of all global leaders

32
00:01:17,350 --> 00:01:20,090
make a significantly better impact

33
00:01:20,090 --> 00:01:23,410
on organizational results
than average leaders.

34
00:01:23,410 --> 00:01:25,670
When compared to their
average counterparts,

35
00:01:25,670 --> 00:01:30,670
extraordinary leaders have
25% less annual team turnover,

36
00:01:31,044 --> 00:01:34,160
40% higher customer satisfaction ratings,

37
00:01:34,160 --> 00:01:37,720
and have two times more
employees who are willing to

38
00:01:37,720 --> 00:01:39,720
go the extra mile.

39
00:01:39,720 --> 00:01:41,750
These numbers compare
extraordinary leaders

40
00:01:41,750 --> 00:01:44,850
to good leaders, not subpar leaders.

41
00:01:44,850 --> 00:01:47,490
This is a very important distinction.

42
00:01:47,490 --> 00:01:49,070
It is clear that the difference

43
00:01:49,070 --> 00:01:51,870
between good and extraordinary leadership

44
00:01:51,870 --> 00:01:55,460
on organizational results is significant,

45
00:01:55,460 --> 00:01:57,560
but let's take a moment and explore this

46
00:01:57,560 --> 00:01:59,750
at an individual leader level.

47
00:01:59,750 --> 00:02:01,900
And look at our friend Jordan.

48
00:02:01,900 --> 00:02:04,450
Jordan went to a respected university,

49
00:02:04,450 --> 00:02:06,610
landed a job with a topnotch company

50
00:02:06,610 --> 00:02:09,640
and was soon one of
the leading performers.

51
00:02:09,640 --> 00:02:11,670
Unfortunately in the past two years

52
00:02:11,670 --> 00:02:15,460
Jordan has been passed
over twice for promotions.

53
00:02:15,460 --> 00:02:17,220
To understand what might be going on,

54
00:02:17,220 --> 00:02:20,460
Jordan completed a multi-rater
leadership assessment

55
00:02:20,460 --> 00:02:22,290
and received feedback on several

56
00:02:22,290 --> 00:02:24,380
key leadership competencies.

57
00:02:24,380 --> 00:02:26,860
The blue bar shows
Jordan's results compared

58
00:02:26,860 --> 00:02:29,750
to the average norm, which
is in the line graph.

59
00:02:29,750 --> 00:02:33,370
At first glance, Jordan
appears to be doing well.

60
00:02:33,370 --> 00:02:35,550
In fact, Jordan's performance is

61
00:02:35,550 --> 00:02:37,820
above average in a couple of areas.

62
00:02:37,820 --> 00:02:40,230
So what might be the problem?

63
00:02:40,230 --> 00:02:42,230
Let's compare Jordan's feedback scores

64
00:02:42,230 --> 00:02:43,830
with the 90th percentile

65
00:02:43,830 --> 00:02:47,090
which is the mark of
extraordinary performance.

66
00:02:47,090 --> 00:02:50,670
Now, what do you think
about Jordan's performance?

67
00:02:50,670 --> 00:02:52,250
What might be going on?

68
00:02:52,250 --> 00:02:55,070
Well, it's clear from
these results that Jordan

69
00:02:55,070 --> 00:02:58,020
is not performing at
an extraordinary level

70
00:02:58,020 --> 00:03:00,570
on any specific competency.

71
00:03:00,570 --> 00:03:03,450
So unfortunately there
is nothing that really

72
00:03:03,450 --> 00:03:05,240
helps Jordan stand out.

73
00:03:05,240 --> 00:03:06,360
So how can Jordan

74
00:03:06,360 --> 00:03:10,440
and how can you become
an extraordinary leader?

75
00:03:10,440 --> 00:03:12,400
Here's what we know about
extraordinary leaders.

76
00:03:12,400 --> 00:03:15,550
They have weaknesses, they are not perfect

77
00:03:15,550 --> 00:03:18,200
or even good at everything.

78
00:03:18,200 --> 00:03:19,870
So what sets them apart?

79
00:03:19,870 --> 00:03:23,860
Extraordinary leaders possess
a few profound strengths

80
00:03:23,860 --> 00:03:25,660
in the behaviors that matter.

81
00:03:25,660 --> 00:03:27,390
In fact, we know that a leader who

82
00:03:27,390 --> 00:03:29,540
has no profound strengths will only

83
00:03:29,540 --> 00:03:32,070
find themselves at the 34th percentile

84
00:03:32,070 --> 00:03:34,250
in their overall leadership effectiveness.

85
00:03:34,250 --> 00:03:36,370
With just one profound strength

86
00:03:36,370 --> 00:03:39,870
a leader nearly doubles
their effectiveness.

87
00:03:39,870 --> 00:03:41,210
Three profound strengths,

88
00:03:41,210 --> 00:03:44,530
and a leader is likely
to be at the top 20%.

89
00:03:44,530 --> 00:03:47,430
And five profound strengths
will catapult a leader

90
00:03:47,430 --> 00:03:51,020
into the top 10 percentile
of all global leaders

91
00:03:51,020 --> 00:03:53,730
in terms of their
leadership effectiveness.

92
00:03:53,730 --> 00:03:56,410
Focusing on your
weaknesses is not the path

93
00:03:56,410 --> 00:03:58,120
to extraordinary leadership.

94
00:03:58,120 --> 00:04:01,420
The key is to focus on your strengths.

95
00:04:01,420 --> 00:04:03,960
While extraordinary
leaders have weaknesses

96
00:04:03,960 --> 00:04:07,100
they do not have what we call fatal flaws.

97
00:04:07,100 --> 00:04:09,950
A fatal flaw is not simply a rough edge

98
00:04:09,950 --> 00:04:11,700
or a slight weakness.

99
00:04:11,700 --> 00:04:15,470
We use the term fatal flaw
to describe a weakness

100
00:04:15,470 --> 00:04:19,260
that is so pronounced that it
cripples one's effectiveness

101
00:04:19,260 --> 00:04:21,910
by obscuring their strengths.

102
00:04:21,910 --> 00:04:26,040
Such flaws, if not addressed,
can and often do lead

103
00:04:26,040 --> 00:04:27,940
to career derailment.

104
00:04:27,940 --> 00:04:30,500
While the term might be fatal flaw,

105
00:04:30,500 --> 00:04:32,350
we do have some good news.

106
00:04:32,350 --> 00:04:35,870
A fatal flaw does not have to be fatal.

107
00:04:35,870 --> 00:04:39,120
It can be fixed and the
leader can move on to focus

108
00:04:39,120 --> 00:04:42,070
on developing their signature strengths.

109
00:04:42,070 --> 00:04:43,480
As you move through this process

110
00:04:43,480 --> 00:04:46,280
try to avoid your
natural tendency to focus

111
00:04:46,280 --> 00:04:48,460
on areas of minor weakness.

112
00:04:48,460 --> 00:04:51,070
We know that this will not propel you

113
00:04:51,070 --> 00:04:53,890
into the ranks of
extraordinary leadership.

114
00:04:53,890 --> 00:04:58,370
If, however, you do have a
fatal flaw, it will be important

115
00:04:58,370 --> 00:05:01,940
for you to neutralize it
and neutralize it quickly.

116
00:05:01,940 --> 00:05:05,680
The best path to extraordinary
is to develop a handful

117
00:05:05,680 --> 00:05:08,600
of profound strengths that
will set you apart from others.

118
00:05:08,600 --> 00:05:11,890
At this point, you are
probably asking yourself

119
00:05:11,890 --> 00:05:14,630
if an extraordinary
leader only has a handful

120
00:05:14,630 --> 00:05:16,110
of profound strengths

121
00:05:16,110 --> 00:05:19,270
what leadership traits are most important?

122
00:05:19,270 --> 00:05:22,540
There are literally thousands
of leadership behaviors

123
00:05:22,540 --> 00:05:26,340
but our research tells us that
not all behaviors are equal.

124
00:05:26,340 --> 00:05:30,070
For example, one might naturally
assume that leaders who are

125
00:05:30,070 --> 00:05:32,960
on time to meetings
are much more effective

126
00:05:32,960 --> 00:05:35,710
than those leaders who
are late to meetings.

127
00:05:35,710 --> 00:05:37,750
But in fact, there is no difference

128
00:05:37,750 --> 00:05:41,090
between average and extraordinary
leaders when it comes

129
00:05:41,090 --> 00:05:43,160
to being on time to meetings.

130
00:05:43,160 --> 00:05:44,620
How do we know this?

131
00:05:44,620 --> 00:05:48,240
In one of our larger more
extensive research projects,

132
00:05:48,240 --> 00:05:50,730
Zenger Folkman researchers
leveraged the database

133
00:05:50,730 --> 00:05:52,563
to answer this very question.

134
00:05:53,640 --> 00:05:56,930
They compared the top 10%
of leaders to the bottom 10%

135
00:05:56,930 --> 00:05:59,350
of leaders to discover
the leadership traits

136
00:05:59,350 --> 00:06:02,440
or competencies that
differentiated the most

137
00:06:02,440 --> 00:06:04,560
highly effective leaders.

138
00:06:04,560 --> 00:06:08,700
The result: Zenger Folkman has
determined based on research,

139
00:06:08,700 --> 00:06:12,200
not assumptions, that
there are 19 competencies

140
00:06:12,200 --> 00:06:16,840
that differentiate the world's
best leaders from all others.

141
00:06:16,840 --> 00:06:20,190
Any leader who is seeking
excellence would do well to focus

142
00:06:20,190 --> 00:06:23,940
on these 19 differentiating competencies.

143
00:06:23,940 --> 00:06:27,860
It is important to recognize
that perceptions are reality.

144
00:06:27,860 --> 00:06:31,120
Your effectiveness as a
leader is highly impacted

145
00:06:31,120 --> 00:06:32,750
by the interactions that you have

146
00:06:32,750 --> 00:06:34,960
with others in your organization.

147
00:06:34,960 --> 00:06:36,800
The way others interact with you

148
00:06:36,800 --> 00:06:40,850
is greatly influenced by
their perceptions of you.

149
00:06:40,850 --> 00:06:42,740
Those perceptions are based

150
00:06:42,740 --> 00:06:44,830
on the characteristics and behaviors

151
00:06:44,830 --> 00:06:46,710
they see you demonstrate.

152
00:06:46,710 --> 00:06:48,860
If we lived in an ideal world

153
00:06:48,860 --> 00:06:52,210
people would look at all our
traits, weigh them carefully

154
00:06:52,210 --> 00:06:55,590
and form a completely
objective impression of us.

155
00:06:55,590 --> 00:06:57,750
It would look something like this.

156
00:06:57,750 --> 00:07:00,690
But people do not operate this way.

157
00:07:00,690 --> 00:07:04,080
Perception is so powerful
because in reality

158
00:07:04,080 --> 00:07:06,010
we operate this way.

159
00:07:06,010 --> 00:07:09,840
We notice one significant
thing about a person's behavior

160
00:07:09,840 --> 00:07:13,840
and it influences the impression
we have of this person

161
00:07:13,840 --> 00:07:16,130
which in turn impacts how we view this

162
00:07:16,130 --> 00:07:18,420
person's other traits.

163
00:07:18,420 --> 00:07:21,110
Perception works in both the positive

164
00:07:21,110 --> 00:07:23,200
and negative direction.

165
00:07:23,200 --> 00:07:26,190
When we see a person
performing extraordinarily well

166
00:07:26,190 --> 00:07:29,340
on a few behaviors, our perception of them

167
00:07:29,340 --> 00:07:33,470
in how well they perform
in other areas increases.

168
00:07:33,470 --> 00:07:38,010
We know this as the halo effect,
the converse is also true.

169
00:07:38,010 --> 00:07:40,270
A person with a fatal
flaw is often thought

170
00:07:40,270 --> 00:07:42,580
to have weaknesses in other areas.

171
00:07:42,580 --> 00:07:45,360
In fact, any strengths the person may have

172
00:07:45,360 --> 00:07:48,250
often go unseen by those around them.

173
00:07:48,250 --> 00:07:51,880
You have probably
experienced this phenomenon.

174
00:07:51,880 --> 00:07:54,890
If you were asked to
recall the best leader you

175
00:07:54,890 --> 00:07:58,490
have worked for, you would
likely be able to identify a few

176
00:07:58,490 --> 00:08:00,480
of their outstanding strengths.

177
00:08:00,480 --> 00:08:04,690
We know that they had
weaknesses because we all do,

178
00:08:04,690 --> 00:08:07,010
but those weaknesses
did not get in the way

179
00:08:07,010 --> 00:08:10,890
of your overall view of
them as your best leader.

180
00:08:10,890 --> 00:08:13,140
On the other hand, if you were to think

181
00:08:13,140 --> 00:08:16,100
of the worst leader you've ever worked for

182
00:08:16,100 --> 00:08:19,760
you would be able to quickly
identify their flaws.

183
00:08:19,760 --> 00:08:21,670
They probably had some strengths,

184
00:08:21,670 --> 00:08:24,310
but those strengths did not help them.

185
00:08:24,310 --> 00:08:28,840
They are still the person you
think of as your worst leader.

186
00:08:28,840 --> 00:08:31,890
It is our actions and
behaviors that lead others

187
00:08:31,890 --> 00:08:34,530
to form their perceptions of us.

188
00:08:34,530 --> 00:08:37,530
If your colleagues were asked
to describe you as a leader

189
00:08:37,530 --> 00:08:41,580
what trait do you think would
come to their minds first?

190
00:08:41,580 --> 00:08:44,810
What would they say is your trait F?

191
00:08:44,810 --> 00:08:47,283
What do you want your trait F to be?

192
00:08:49,020 --> 00:08:51,070
It will be important to enlist the support

193
00:08:51,070 --> 00:08:54,090
of others in your development process.

194
00:08:54,090 --> 00:08:57,270
In fact, we know that the
more people you involve

195
00:08:57,270 --> 00:09:00,400
the more likely you will be successful.

196
00:09:00,400 --> 00:09:02,260
Why might this be the case?

197
00:09:02,260 --> 00:09:04,980
One reason is that when you involve others

198
00:09:04,980 --> 00:09:08,890
in your development goals,
you signal a lane change.

199
00:09:08,890 --> 00:09:09,840
Letting others know

200
00:09:09,840 --> 00:09:12,970
that you are working to
improve a specific area

201
00:09:12,970 --> 00:09:15,400
will influence their perceptions of you

202
00:09:15,400 --> 00:09:19,860
and the halo effect will
begin to work in your favor.

203
00:09:19,860 --> 00:09:22,320
Another reason is that by involving others

204
00:09:22,320 --> 00:09:23,590
you create a pool

205
00:09:23,590 --> 00:09:27,070
of people who instantly
become your advocates.

206
00:09:27,070 --> 00:09:28,750
They can support you

207
00:09:28,750 --> 00:09:31,760
and hold you accountable
to your change goals.

208
00:09:31,760 --> 00:09:33,620
As you think about who you might bring

209
00:09:33,620 --> 00:09:36,100
along with you on your
development journey,

210
00:09:36,100 --> 00:09:39,060
we recommend that you
consider the following:

211
00:09:39,060 --> 00:09:41,090
Involve your manager.

212
00:09:41,090 --> 00:09:43,310
Research tells us that your manager

213
00:09:43,310 --> 00:09:46,450
is the single most important influencer

214
00:09:46,450 --> 00:09:48,660
of your development success.

215
00:09:48,660 --> 00:09:51,060
Your manager will be able
to remove roadblocks,

216
00:09:51,060 --> 00:09:54,030
provide resources and
will be on the front row

217
00:09:54,030 --> 00:09:56,400
when you reach your development goals.

218
00:09:56,400 --> 00:09:59,140
Find an accountability partner.

219
00:09:59,140 --> 00:10:02,200
This should be a trusted colleague
who will give you honest,

220
00:10:02,200 --> 00:10:05,050
valuable feedback about your progress.

221
00:10:05,050 --> 00:10:07,670
So, what happens next?

222
00:10:07,670 --> 00:10:11,220
Well, as with any journey
to get where you want to go

223
00:10:11,220 --> 00:10:13,370
you need to know where you are.

224
00:10:13,370 --> 00:10:14,360
So the first step

225
00:10:14,360 --> 00:10:17,530
in your personal development
journey includes taking part

226
00:10:17,530 --> 00:10:21,550
in a confidential multi-rater
feedback assessment.

227
00:10:21,550 --> 00:10:23,700
If you have not started
your assessment process

228
00:10:23,700 --> 00:10:26,480
yet you will begin this process soon.

229
00:10:26,480 --> 00:10:29,920
Taking part in this assessment
will give you a clear picture

230
00:10:29,920 --> 00:10:32,040
of your current leadership performance

231
00:10:32,040 --> 00:10:33,870
on the differentiating competencies

232
00:10:33,870 --> 00:10:36,740
most critical for your success.

233
00:10:36,740 --> 00:10:39,050
It is impossible for us to see ourselves

234
00:10:39,050 --> 00:10:41,210
with complete accuracy.

235
00:10:41,210 --> 00:10:43,940
So it is important to
get feedback from others.

236
00:10:43,940 --> 00:10:46,920
The feedback you will
receive will provide a mirror

237
00:10:46,920 --> 00:10:50,040
for you to see yourself
as others perceive you.

238
00:10:50,040 --> 00:10:52,220
At the end of your assessment process

239
00:10:52,220 --> 00:10:53,860
you will receive your results

240
00:10:53,860 --> 00:10:56,580
in the form of a personal feedback report.

241
00:10:56,580 --> 00:10:58,780
You will also take part
in a process where you

242
00:10:58,780 --> 00:11:02,250
will use your results to create
a development plan focused

243
00:11:02,250 --> 00:11:04,910
on leveraging your strengths.

244
00:11:04,910 --> 00:11:07,780
We know that you will find
this experience engaging

245
00:11:07,780 --> 00:11:09,892
and uniquely valuable.

246
00:11:09,892 --> 00:11:12,559
(chiming music)