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.
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.
Listening is not the lost skill of leadership, but it tends to take a back seat to getting work done when things are moving fast. A recent speech by a brain expert reminded me how little listening doctors do in the course of diagnosing certain medical conditions. Leadership and getting most out of the talent of a team (talent management) is, in part, about listening.
Leadership is important, but being able to be an effective manager is also important. Talent management (getting the most out of your people) does not happen without engaging people one on one, getting to know them, listening to what they need, and helping them. Here are 3 habits for any leader to help this to happen.
Most learning is free. The challenge is slowing down long enough to recognize it or to be purposeful about finding a friend to help process it and make the new knowledge a habit. Here are some tips about talent management of ourselves as leaders. Included is a Talent Scorecard to help you see where your own habits as a leader need to be built.
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.
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.
Coaching is often about helping people make significant changes through simple practices. The slow-flooding smile is one of those practices. Here is a way it might look, and the questions a coach might ask to reflect on the impact.
Performance. Accountability. Terms used often in organizations and yet our actions as leaders send a message that our job is to fix people. A leaders job is to care for people and give them an opportunity to join the discussion.
In part one I labelled an unsupported leadership transition as MEAN. This is the second post where I outline some simple things a leader can do to lower the chance of failure for a new leader to their team. This is a guest post on Mary Jo Asmus’ site, an excellent coach and a friend.
What is the cost of a figure it out development plan for new leaders? There is research that suggests a 40% failure rate in leadership transitions and the costs are high and understood. But there is also a real cost to the individual. I would also argue that with all this knowledge, it MEAN. Here is the first part of my argument.
Learning to delegate is a key skill for a leader. Here is a simple way for you to assess your teams ability to solve their own problems and your ability to give them space to do that.