The biggest leadership differentiator? Engagement.

Effective leadership goes beyond vision-setting, requiring genuine engagement, clear communication, and constructive feedback. World 50’s Next Generation Leadership program, designed for C-suite leaders to amplify their executive impact and become indispensable CEO partners, recently explored these topics with leaders who excel in driving performance and building trust. Below are key takeaways from those conversations.

Plus: Members connected with author David Yeager , who advocated for a “mentor mindset”—balancing high standards with strong support—to develop the next generation of talent.?

Engagement is the biggest differentiator in leadership.

Before Amazon’s highly publicized announcement of a full-time return-to-office policy for corporate workers, Robert Steven Kaplan —vice chair of 高盛 —observed how hybrid work at many companies was “atrophying” top-to-bottom engagement. His advice: Return to the office, host town halls, and conduct in-person skip-level meetings. “A huge differentiator is your ability to engage and have your subordinates and their subordinates engage with your people,” said Kaplan, who is also the author of three books on business leadership. Questions to start building trust with skip-level reports:

• What do you love about working here?
• What do you hate about working here?
• What advice do you have for me?

Strategic vision and priority setting aid CEO transitions.

When Jamie Iannone became CEO of eBay in April 2020, he hit the ground running with an eight-page strategic vision for the board. Three years later, that vision held up because it focused on modernizing technology infrastructure to empower customers and small-business owners who transact on the platform. At any one time, Iannone noted, eBay hosts 2 billion live auctions for 132 million customers across 190 countries, so the company uses artificial intelligence in search, risk modeling, advertising, and authenticating reused and luxury items. Iannone is clear on AI priorities: First, create a differentiated customer experience; then, augment work to make people more successful.

Norwegian Cruise Line President and CEO Harry Sommer , a graduate of Next Generation Leadership, returned to share how he set priorities in his first year on the job. The best advice he received came from a former CEO who said, “In my entire career, I’ve only made five decisions that matter.” That CEO could name and explain the big strategic moves that delivered outsized returns. As a reminder, Sommer carries around a one-pager that lists the seven or eight priorities that have the best chances of driving the business forward—initiatives he presented to the board. The biggest decision in his first year? Balancing product experience and cost structure.

Great feedback explores growth potential.?

A conversation about management systems with Claire Hughes Johnson , corporate officer and advisor at payments platform Stripe , revealed one source of low engagement: Too many leaders withhold feedback. Her tip for increasing transparency about performance: Offer feedback like an explorer, not a lecturer. People often hear feedback as an oppositional thesis or personal attack, but feedback should be like looking at a piece of art together. In this case, “art” is a project, team meeting, or presentation. First, gauge a person’s self-awareness and ask, “How did you think that went?” Then, share an observation. If they react defensively, offer examples, and explain how you interpreted the art.

A mentor mindset motivates Gen Z.

“The compliment sandwich,” when managers couch constructive criticism between praise, is not an effective feedback tool, according to David Yeager , author of 10 to 25: The Science of Motivating Young People. This month, World 50 members received a copy of his book and spoke with Yeager about his cutting-edge research. A few takeaways for how leaders can harness the potential of the next generation of talent:

1. When feedback focuses too much on praising effort, it risks curtailing potential. Instead, leaders should acknowledge the process. Did they solicit help? Did they build strategic relationships and allies? Did they identify workarounds?
2. Leaders with a mentor mindset bring high standards and high support to align resources for long-term performance and well-being. Sometimes, leaders must adjust their approach and add more support or more standards to signal a commitment to growth.?

Membership in World 50 is by invitation only. Inquire about eligibility at [email protected] .