Three question process for the selection piece of talent management? Not likely, but it highlights a good way to have a final discussion about the fit of a candidate to a role/organization and for a candidate to asess their own alignment with the role. Good talent management and leadership development topic.
Much is made about all the responsibilities a leader has, yet many of those go unseen by people that might benefit from knowing. People would probably be surprised by all the things a leader has to deal with, and if they knew they might be able to help. This post uses a letter sent my a worried family member to a the leader of an artillery battery to make the point and remind us some of the responbilities of a leader have not changed much.
Career development planning is about choices. It is about thinking about what we want to be doing in the future, and preparing ourselves to meet a goal for prepare ourselves for a different path. At the heart of talent management is preparing the individual to bring an awareness of self to this conversation and helping the leader listen, guide, direct, challenge, and ultimately partner. Talent management is about great conversations, and at the heart of those conversations is ultimately a choice.
Talent management is a lot of things, but great conversations during transition is a big part of it. Chip Conley shares an equation in his book Emotional Equations that captures the essence of Selection AND Onboarding the right way. Whether it is an internal leadership transition or a new hire, use this formula to manage your talent to a successful start.
What is the impact of a personal note from a leader? Part of talent management is effectively connecting with your people and showing them that you care. Based on a recently published article, the mail is where you will have the least competition for their attention. People love letters!
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.
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.
Professional development and talent management is often focused on the skills we need at work. Many of those same skills apply to our lifes/roles outside of work. I was reminded of that recently when I went to a parenting seminar and learned something that most leaders need to know – managing conflict and teaching your children to do it well.
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.
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.
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)