The question from a Wisconsin SHRM attendee about keeping a person who is bringing income into the company, but is doing things that keep the CEO up at night and cost the company money in other areas. The talent scorecard is in place to drive truthful conversations around people like this.
There is a special section today around talent management in the Wall Street Journal. The great thing is that it is written for business leaders in their language and it opens the door for you, as an HR leader to help them process and apply some of it in your own company. A great read . . .
What is the #1 issue in talent management? There are actually 2: Performance evaluations have to be given on-time AND people need development plans. Here is a talent management presentation around the talent scorecard that I gave at the Wisconsin SHRM 2011 conference as a speaker. It is ideal for a keynote address to leaders looking for a perspective on leveraging their talent and an action plan to do it.
A question from SHRM 2011 in Wisconsin around development plans. Talent management needs a plan, and for the individual this is it.
This is a question from the Wisconsin State SHRM Conference in 2011. I was invited to speak on the Talent Management Scorecard. The question was How do you recommend supporting momentum once development plans are established?
Resilience and leadership starts with an awareness of self, and gets done with a practice of coaching ourselves when we feel our perceptions taking over. We have to rely on our instincts, but we cannot lead effectively if the people we have to trust feel like we are not listening to them. Here is a coaching example of resilience and building trust.
Talent management is not about doing the big things, it is about the little things. The little things are conversations, plans, and support that help people feel like a valuable asset. The talent management scorecard helps leaders see how they are doing, and helps leaders develop the focus and skills to help their team perform.
Talent managment is not an initiative, it is about habits. My talent scorecard helps leaders ask themselve “Am I doing all of the important things that my people need”. Leadership development is about helping leaders become skilled at the What of leadership, and this scorecard helps them understand the Why as well as the what.
Leadership and accountability is a double edged sword. Accountability is too often used around revolutionary or punitive rhetoric. Be careful, because it is a powerful word and it can result in some very distructive actions. Talent management has to have accountabiity to work, but it starts with a great conversation and a strong relationship.
We all need foundational beliefs that guide us. Leadership is hard enough without a set of beliefs to help guide our choices. This post is about exploring your Leadership Rocks. Mine is centered around a definition offered by Ken Blanchard many years ago.
When people are under lots of stress because of life/work, they start action ‘strange’. When I hear labels, I automatically think of the Birkman Method and what it captures and shares. A cornerstone of leadership development is self awareness of what is normal behavior, what our needs are, and how to deal with stress.
Breathing is something we do, but do we do it well? If just getting some oxygen is the measure then the fact that we are living says we are okay at it. But take another look, and there is another story. Resilience is not about getting by, it is about getting up when we get knocked down. Leadership is about getting up and helping others do the same.