Leaders need to understand non-verbals, and they need to be comfortable and competent in using that information to have a richer conversation. The Birkman method is one reminder/tool I use to help leaders see that what is happening on the outside is not necessarily what is happening on the inside.
David C. Baker wrote a book to help new managers be successful. In it he shares lots of very practical advice for leading well and learning as you go. Leadership development and talent management (leveraging/developing your people) are part of being a leader, and this book does a nice job showing the practical steps of how a new manager can do it well. Here is my interview with the author and some reflections on the book.
Parenting, friendship, and leadership. Developing as a person or helping develop the talent in your organization has similar truths that go between them. Here are a few connections I have found that transcend work and home life.
Talent management related question from a group of SHRM leaders / Human resource professionals. Focused on hi-pot development, succession planning, and selecting the right people. Some great talent management questions and, from my experience doing keynote, probably the three topics most asked about. This is post 2 of 2.
Questions from HR professionals around the Talent Scorecard and other talent management activities. These two questions center around talent management in small companies and how my approach to performance compares with the focus of Crucial Conversations.
What should 2012 look like for leaders? If you were going to do one thing that impacts the engagement and energy they have for their work, what would it be? Here are three ideas for helping your people see work differently and get more excited about it (aka: talent management / employee engagement)
My 90 minutes with Jeno Paulucci was memorable. Reading his obituary reminded me of an important habit – listening to people to hear their stories. It is a great habit for leadership development, and for anyone else.
Talent management is not a form, or a process, but a commitment to a place where everything (or most everything) works. The job is great, people are getting what they need, people are owning their role, and teams are helping each other be successful. It takes great leadership, great followership, and most importantly it takes frequent and very open conversations. The one on one is the critical piece of this, and here is a form to help a one on one work well. The result is great talent management.
Succession management, development plans, performance evaluations all have a key ingredient. Asking people what they think. Getting your talent engaged in charting their own career course and owning their personal development is key.
Everyone has a list of books that are favorites. Here is my list that encompasses leadership development, individual development, self-awareness, friendship, and making a choice to make a difference. Talent management for each of us is about chosing to continue to learn and to know what our foundation of talent, passions, and the rewards that mean the most to us.
Managing Right For The First Time is a book for new and experienced managers to think about what they do and learn how to do the basics right. Building culture is a key task of a leader, and everything they do impacts it. However, there are some big things they could be doing that will make a substantial difference in the culture they create. This is part of a series of posts around a book by David Baker. Culture is a critical piece in the talent development for any team or organization, and it starts with performance management.
Some numbers that leaders should be thinking about and how it might impact how you manage your talent. Not necessarily a key note speaking in itself, but worth a few minutes in a leadership team meeting. From Inc Magazine and a few other sources.