The one I go back to daily is Seth Godin. I like Seth because his voice is edgy and challenging, and he writes about things that are important. Here is a piece of his recent post called The feedback you’ve been waiting for . . . Getting feedback is the foundation for development, and yet it is hard to get and hard to give. Here are some tips for Leaders on how to build moments where it is easier to hear it.
Talent management is about having thoughtful conversations that lead to meaningful actions and ultimately higher performance. The one on one is a key conversation. Here are three questions to ask and some other questions that will help you make that time more thoughtful and meaningful.
It is time to get rid of the open door policy buzz phrase in business and replace it with the open ears policy. Here are some tips to making open ears work for you as a leader, and a challenge to followers to step into the space created by your leader to listen. Talent management is about great conversations, and having that conversation requires a minimum of two people, coming together, and willing to share the roles of talker/listener. This is a foundational leadership development topic, and should be repeated often if you are building a leadership development strategy.
Talent management is about great conversations. It is a mistake to assume a six figure salary means that people can be totally independent and will create their own performance expectations. The one on one template I use defines that expectation and helps people see the goal that must be attained.
Talent management and leadership starts with great conversations. One of the most important conversations is around What do I do? In the answer and the process towards the answer is the essence of leadership. The clarity, focus, and accountability that is built into this question will take you to a different place in terms of your performance.
A key piece of talent management is an individual development plan. Yet so few people have them, and something has to change because it is one of the most critical pieces of the process of helping someone get better. What if we called it an individual development story? When we call it a story the elements we look for and the roles we offer become clearer and expected. Talent management is about great conversations. An individual development story has all the makings of a great conversation.
Talent management is about great conversations between a leader and a follower over time. I use the talent scorecard to help leaders assess their own habits and get some feedback on where they need to start. The lack of development plans are one item that has emerged as a major gap in the habits of leaders. To understand the benefits of investing time into this effort, here are 5 key outcomes that happen when we make development plans a habit.
So how do you set measures for a development plan that will be meaningful and result in positive momentum for the talent management in your organization? Here are three thoughts that will help leaders create meaningful measures for development goals. The talent scorecard is also a great place for leaders to assess their own habits.
360 feedback tools help leaders listen, but they are events, not habits. Here is one way to listen well and create a great talent management conversation without having a special 360 assessment. Habits like these make you a more effective leader by giving you real-time feedback.
Talent management is about relationships. If people trust you as a leader and you understand their perspective on the decisions you are making, the outcomes become easier. Goals are great, but when it comes to leadership and teamwork, the process of understanding the goals, arguing about the steps to get there, and finalizing the plan (budget, people, etc.) is the most important piece. In talent management, relationships matter.
Talent management is too often introduced with buzzwords/phrases like “The right people on the bus” or “engagement” or “rewards/recognition programs”. At the core of talent management are a few behaviors, and every leader can assess their own talent management habits using the talent scorecard.
We now know that talking about ourselves triggers the same sensation of pleasure in the brain as eating or receiving money. How do we use this research to help us get our people more engaged and support the engagement of our leaders in their work? Here are some thoughts on why this matters and how to translate it into what we do as leaders and followers.