Showing results by author "Jack Zenger" in All Categories

Saber escuchar es una habilidad crítica que a menudo se da por sentado. Al aprender a escuchar atentamente, conseguirás mantener a tus empleados más comprometidos, fomentar el descubrimiento de nuevas ideas y escuchar lo que necesitas escuchar en una reunión en lugar de lo que esperas escuchar.

Is it possible to be a high-standards, results-driven leader while at the same time building an engaged, fun-to-work-with team? Many people would contend that doing either of these things well makes it almost impossible to succeed at the other. And yet our examination of 360-degree assessment data from more than 60,000 leaders showed us that leaders who were rated in the top quartile of both skills ranked in the 91st percentile of all leaders.

Too many managers avoid giving any kind of feedback, regardless of whether it’s positive or negative. If you work for a boss who doesn’t provide feedback, it’s easy to feel directionless. It can be especially disorienting if you’re new in the role, new to the company, or a recent graduate new to the workforce. In the absence of specific guidance, is there any way to know what the average boss would want you to work on?

Most people recognize that execution is a critical skill and strive to perform it well, but they may a) underestimate how important it is to their career advancement or b) not realize that you can improve on execution without working longer hours.

While many of us have thought of being a good listener being like a sponge that accurately absorbs what the other person is saying, instead, what these findings show is that good listeners are like trampolines. They are someone you can bounce ideas off of - and rather than absorbing your ideas and energy, they amplify, energize, and clarify your thinking. They make you feel better not merely passively absorbing, but by actively supporting.

An exceptional leader we know would occasionally get a question from his direct reports in a variety of forms but with the common message, “Do you want this done fast or right?” His answer was always the same: “Yes!” He chose not to compromise on either dimension. For this leader and for most highly effective leaders we know, making mistakes is not an option. But neither is slowing down.

“I think I am a pretty good coach,” the executive across the desk said to us. Impressed with his positive attitude about himself, we asked, “How do you know?” He said he had attended a coaching course and learned many of the techniques of good coaching. That triggered a question for us. How many leaders believe they are better coaches than they really are?

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.

As new managers fill vacancies created by retiring Boomers, how do their skills compare with the seasoned older managers they replace?