The #1 question to ask in any talent management process, and probably the most difficult to answer. Great Leadership / Followership starts with a clear target, and this is it.
What do you do?
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employee engagement
trU Tips 17+ – Three comments that drove me to write it
Talent management and leadership is about lots of things, but at the core it is about an understanding of ourselves, a willingness to share our perspective(and listen to the perspective of others), and a commitment to the time it will take to get a solution. The habits are core to the talent calendar.
An Interview and Book Giveaway with Leadership Expert & Author David Baker
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.
Universal truths: Relationships and Leadership
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.
They asked: Hi Po selection, Hiring the right people, Succession Planning
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.
They asked: Performance management in small companies and Crucial Conversations
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.
3 Things Leaders Should Ask For More Of In 2012
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)
trU Tips #16a – One on Ones and Leadership
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.
Some Hmm . . . #’s – Appreciation at work, Tablet usage, If I were CFO
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.
A tool to help leaders listen
What does effective leadership look like when you meet one on one with your people? What does good followership look like, and how do you ask the right questions of your leader and share with them what you need so they can lead? Talent management is about great conversations, and here is a template to make that happen.
3 Habits To Help Great Leaders Be Good Managers
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.
A trap: Over Leading and Under Caring
Being a leader versus being a manager. It is a great topic and a key discussion to have as you challenge seasoned managers and directors to take make a shift that the organization needs them to make. But many of the relational needs people have are best done by managers – and even the CEO needs to wear that hat on occassion.