The Unsung Heroes: How Individual Contributors Drive Success

Years ago, after reviewing the positive impact of 360-degree assessments for managers, we found that the usefulness of such feedback does not stop there. A client asked the question, “If this works so well for developing managers, why not use a similar process for individual contributors?” That prompted Zenger Folkman to develop an assessment specifically for individual contributors (The Extraordinary Performer). We replaced the items that were specifically “managerial” and inserted new items that would measure the essential behaviors of individual contributors.

Since starting this work, I thought it would be helpful to examine the progress individual contributors can make in improving their skills. I gathered information on thousands of workers and focused on 499 of them who, after getting advice and making a plan, checked their progress later on. Each group had around 12 people, including their boss and colleagues, giving them feedback on how to get better at one specific thing they chose.

After 18 to 24 months, I checked how they did. About half of them (51%) actually got better, a quarter (25%) didn’t change much, and the other quarter (24%) didn’t do as well as before. So, I learned that getting feedback and having a plan can really help people improve, but the results can vary.

Acting on Feedback

Have you ever gotten feedback and thought, “Yeah, yeah, I’ve heard this before”?

It happens to the best of us. We get feedback, we nod our heads, and then life gets busy. But could acting on feedback significantly improve your performance at work?

Zenger Folkman’s research showed that over half (51%) of individual contributors who took action based on feedback they received saw a noticeable improvement in their work. We even have numbers showing that those who improved really knocked it out of the park, with their performance scores jumping up significantly.

That means that the next time your boss or colleague gives you feedback, it’s worth taking the time to listen and see if there’s something you can learn from it.

But why did 24% of people start doing worse?

Well, it seems when feedback is given and nothing changes, people tend to be more critical the next time around. It’s like they’re saying, “You didn’t listen before, so I’ll say it louder now.”

Effort Always Get Rewarded

While some may believe that success is solely determined by natural talent or “genius,” inventor Thomas Edison famously observed,

“Genius is one percent inspiration and ninety-nine percent perspiration.”

In other words, even the most brilliant minds must dedicate significant effort to turning their ideas into reality. This is equally true for individual contributors in organizations. In addition to rating effectiveness on the 19 competencies, each participant was also rated on two other dimensions: effort and overall productivity. As can be seen from the graph below, those who improved their effectiveness also improved their performance ranking.

Have you ever wondered which skills are most effective in helping people improve their performance?

In this study, we examined data from a group of employees who took a test to assess their skills before and after a training program. We found that all 16 skills showed improvement, but some showed significantly more improvement than others. The graph below shows the 16 skills ranked by the amount of improvement between the pre-test and post-test scores.

Interestingly, some of the skills that showed the most improvement were those typically associated with management roles, such as broad perspective, supporting change, and developing others. While all 16 showed substantial improvement, it was interesting that the smallest gap was for Technical Expertise.

This suggests that focusing on these “managerial” skills can be beneficial for all employees, regardless of their position.

Implications

Many organizations miss the opportunity to invest in their employees’ development early in their careers. This is despite the fact that strong performance in many key areas is essential for both individual contributors and managers. The study we conducted shows a clear link between improved effectiveness in these competencies and higher performance ratings. This suggests that providing feedback and development opportunities on these skills early and often can benefit employees in all positions.

The good news is that these important skills can be learned and improved over time. Our study showed that individuals between the ages of 20 and 30 were more likely to see significant improvement compared to older individuals. This suggests that developing these skills early in your career can give you a significant advantage.

Conclusion

In conclusion, this data suggests that focusing on development opportunities throughout an employee’s career is crucial for maximizing their potential and improving overall organizational performance. While the study highlights that younger employees tend to see more significant improvements in certain skill areas, it is important to remember that employees of all ages can benefit from feedback and development opportunities. By prioritizing a culture of continuous learning and growth, organizations can empower their individual contributors to achieve their full potential and contribute to the organization’s success.

-Joe Folkman

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ABOUT THE AUTHOR

Joe Folkman is globally recognized as a top leader in the field of psychometrics and leadership. He is the co-founder and President of Zenger Folkman, a firm specializing in 360 Assessments, leadership, and organizational development. He has over 30 years of experience consulting with some of the world’s most prestigious and successful organizations, public and private. As the 2021 recipient of ATD’s Distinguished Contribution to Talent Development Award, Joe was recognized for his extensive research and contributions to the learning and development industry. He is a best-selling author/co-author of nine books, including his new bestseller, The Trifecta of Trust. and a sought-after speaker, consultant, and executive coach with the ability to connect with audiences through compelling research and inspiring stories. Joe is the co-host of The 90th Percentile Podcast.