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Seize the competitive advantage by building speed into your leadership DNA
The rapid pace at which change occurs in business today is unprecedented. Speed has become a major source of competitive advantage. Leaders who act quickly and inspire others to do the same are the ones who ultimately win the day. But achieving increased levels of speed is not always easy.
Culled from the data of one million 360-degree feedback assessments, Speed provides valuable insights into the qualities that make a leader successful and productive. Jack Zenger and Joe Folkman reveal eight essential leadership behaviors shown to improve performance and ultimately drive organizational effectiveness.
The authors will help you assess the pace at which you work and determine how you stack up against others in their firm’s database. You’ll discover tactics for speeding up critical elements of your day and learn how you can use the eight companion behaviors―including innovation, develop courage, initiate action, and set stretch goals― to help you increase your speed.
- Sales Rank: #626613 in Books
- Published on: 2016-12-01
- Original language: English
- Dimensions: 9.40" h x .90" w x 6.30" l, .0 pounds
- Binding: Hardcover
- 224 pages
From the Back Cover
“With the relentlessly increasing pace of change, speed and agility have become organizational survival skills. Speed is a terrific book with a wealth of practical advice on how to ‘lead with speed’ without diluting executional excellence.”
--Michael A. Peel, Chief Human Resources Officer, Yale University
“Zenger and Folkman have done it again. In Speed, they acknowledge the benefit of leading at a faster pace―but they make it clear that fast is not the same as frantic. Speed must be accompanied by accuracy or all bets are off. Backed by extensive research, the book shows how the most successful leaders achieve an optimum balance of both fast pace and effective execution. A great read!”
--Ken Blanchard, coauthor of The New One Minute Manager® and Collaboration Begins with You
“Making decisions quickly is one thing, making the right decisions is another – only Speed shows you how to do both. Remarkable new tools from the acclaimed Zenger-Folkman team!”
--Marshall Goldsmith – Author of the #1 New York Times bestseller – Triggers.
“For an organization to succeed in today’s world it needs to move quickly. However, organizations cannot be fast with leaders who move slowly. For those who aspire to increase their leadership speed, this book provides simple, powerful solutions.”
--Frances R. Hesselbein, President & CEO, The Frances Hesselbein Leadership Institute, and former CEO of Girl Scouts of America
“In today’s radically shifting environment, speed differentiates. It is no longer enough for leaders to have a great plan, if they can’t move fast; it’s worthless. In such a context, leaders must notice trends early, respond swiftly and iterate quickly. This book demonstrates how the most effective leaders are those who can move fast and execute well.”
--Michael J. Arena, Chief Talent and Development Officer, General Motors Corporation
“Wow. The authors found a competency that few have talked about, but that is crucial for today’s leaders. Opening this book is like unwrapping a gift box―there is a real prize inside.”
--Beverly Kaye, Founder, Career Systems International, and coauthor of Love ‘Em or Lose ‘Em: Getting Good People to Stay and Help Them Grow or Watch Them Go: Career Conversations Employees Want
“A fun, interesting read that leads with data. It dispels the common myth that speed and quality are mutually exclusive and shows it can be both. Indeed, the most effective leaders have figured this out!”
--Craig Helmen, SPHR, Assistant Vice President, Organization Effectiveness and Leadership Development, Allianz
“Speed is another terrific example of how Joe Folkman and Jack Zenger look at real world data in the leadership space, dissect core behaviors that make leaders more effective, and then provide practical ways to execute. It’s not enough that they have provided decades of thought leadership, they are still in the thick of it…bringing simple yet substantive insight to help leaders be better in the modern workplace. Speed is a must for any leader who wants to raise the bar.”
--Joe Garbus, Vice-President, Talent and Leadership, Celgene Corporation
"Wow, they did it again. Jack and Joe use their unique research based approach to demonstrate the clear link between leadership speed and the benefits to individuals, teams and organizations. It's clear to me that in our environment of a continuously increasing pace of change, having equally speedy leaders in our companies will be a critical success factor."
--Pablo Riera Táboas, CEO Grupo P&A, CDO Galifornia Foundation, Spain
About the Author
John H. (Jack) Zenger is a speaker, consultant, executive coach, and CEO of Zenger Folkman, a firm providing leadership development programs to organizations worldwide. A recognized expert on leadership development, he has been inducted into the Human Resources Development Hall of Fame and was the recipient of ATD’s Lifetime Achievement Award. Zenger is the co-author of How to Be Exceptional and the bestseller The Extraordinary Leader. He lives in Midway , Utah.
Joe Folkman is a respected authority on assessment and change, an acclaimed keynote
speaker, and cofounder and president of Zenger Folkman. One the nation’s renowned
psychometricians, he has worked with some of the most prestigious and successful organizations, including AT& T, General Mills, Nortel, Fidelity, Thomson Reuters, the U.S. Navy, and Wells Fargo. He is the co-author of How to Be Exceptional and the bestseller The Extraordinary Leader. Folkman lives in Orem, Utah.
Most helpful customer reviews
2 of 2 people found the following review helpful.
A Well-researched, Practical, and Easy Read That’s Very Timely
By Jim Clemmer
Impermanence and constant change has always been one of nature’s mighty laws. Today that pace is accelerating. Organizations are turning to Agile, Lean, and other strategies to become a victor, rather than victim, of change.
An organization’s speed is set by its leaders. In their newest book, Speed: How Leaders Accelerate Successful Execution, Jack Zenger and Joe Folkman draw from their firm’s database of over one million 360 assessments of about 80,000 leaders, to show how leaders can provide optimum quality in the quickest time.
Here a few key evidence-based findings documented in Speed: How Leaders Accelerate Successful Execution:
• When asked “if this organization were able to move faster would it substantially influence our success,” 69 percent of 5,100 people agreed and 77 percent of top management agreed.
• When either doing things fast or doing things right is a strength (rated at or above the 75th percentile) the probability of a leader being in the top 10 percent is only 2 or 3 percent. However, when both are rated as strengths that probability shoots up to 96 percent.
• Correlating pace survey results and stress levels showed that stress is cut in half when people increase their speed.
• Leaders rated in the top 10 percent on speed had direct reports with engagement levels in the top quartile.
• The highest leadership speed correlates to the highest annual performance ratings.
• The slowest leaders were nearly four times more likely to be terminated than their fastest peers.
A tool emerging from this new research is ZF’s Pace Assessment. This helps leaders determine their preference for a slow or fast pace. Answers to 15 pairs of choices are plotted on two scales; quality/quantity and patience/impatience. With a high correlation between this self-assessment and their 360 data, Zenger Folkman conclude “our data is very clear that the most effective leaders have a fairly quick pace and excellent execution.”
Speed provides plenty of practical tips and practices to increase speed such as chapters on “Speeding Up Your Day,” “Modeling Speed,” and -- the oh so vital -- “Accelerate Meetings.”
A key element to increasing leadership speed and effectiveness is cross-training. ZF analyzed 360 feedback data from 728,328 bosses, peers, direct reports, and others for 52,000 leaders across 49 behaviors. They statistically correlated the behaviors of leaders operating at optimal speed and found eight companion behaviors to increase effectiveness:
1. Innovating
2. Exhibiting strategic perspective
3. Displaying courage
4. Setting stretch goals
5. Communicating powerfully
6. Bringing external focus
7. Taking initiative
8. Possessing knowledge and expertise
Eight chapters (one for each of these companion behaviors) then provide application tips and examples.
A paradox of a highly effective and faster leader is he or she can often be the least stressed and the most balanced. Speed concludes with a chapter on life balance and discusses when to go fast and when to go slow. By speeding up in the right places we can create the space to slow down and enjoy life more.
Speed is a well-researched, practical, and easy read. It’s a timely book for today’s leadership and organizational changes, challenges and opportunities.
0 of 0 people found the following review helpful.
If you struggle with speed read this
By sd
Really good stuff. As another poster says it's a lot of common sense, but common sense isn't so common. It's like the scarlet letter, what you need to see is right in front of you but it's so obvious it gets overlooked. The strength of the book is the methodology. You aren't just being fed theory, but you can look at the results, and if you know anything about statistics it helps you draw your own additional conclusion. There is some fluff or course, and some areas I would like expanded, but overall a really good read which I'll refer to certain chapters down the line.
1 of 1 people found the following review helpful.
This book is a combination of leadership, time management, and the importance of speed
By promethian
I was drawn to the title of the book because books about leadership typically do not emphasize speed and agility which has become more important in the last decade. As is quotation states on page 185, "The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow."
Instead of old clichés that were not correct in the past and not correct now (Example, "none of us is in this meeting is as smart as all of us put together), the book as a more original and accurate mindset, (Example, "A meeting moves at the slowest mind in the room. In other words, all but one participant will be bored, all but one mind underused." Dale Dauten).
In the chapter Communicating powerfully, I would say the author could or should have added the leverage of Microsoft interoffice which allows considerably more communication and accountability. There is a limit to what can or should be communicated verbally. The author does seem in another part of the book to appreciate the important aspect of enhancing technology in the explanation of G-Mail over other types of e-mail.
This book is a combination of leadership, time management, and the importance of speed. Even if you do not find many of the insights particularly new, they are assembled in a unique enough way that I give the book high marks.
I will finish this review with another good quote from the book on innovation, "If I had asked the public what they wanted, they would have said a faster horse." Henry Ford.
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