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.
Making the most of the talent in ourselves is less about learning and more about heart, attitude, and community. I received some Supeman shoes yesterday that remind me of that, and of 21 special people I was able to share a journey with over the last 106 days. The shoes are a reminder of what is really important.
Have you heard of TED? Where do you learn? Talent management is about great conversations. As part of that conversation, I love to ask these two questions to help me understand someones learning Brand. Use them, and if you are asked, be ready to offer some authentic and energized answers.
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.
How do you build a leadership development program from scratch? It is a questions posed to me and it would not leave my brain until I wrote it down. Talent management is about great conversations, and leadership development is about structuring those conversations around experiences, self reflection, and networking. It can be done well and with a single currency – time from other leaders.
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.
Talent management is a conversation. Here are three questions you might have and books to read that will help you explore and find answers. The backdrop of the whole talent management conversation is self awareness and community. Here are two tools that will help create the awareness you need as an individual and sharing it with others will create the community you will need to support your own journey.
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.
Talent management is about great conversations. This is the third post around Jodi Glickman’s book Great on the Job, which is full of useful tips for doing well at your first job. While it is written for people staring careers, it is also a great resource for leaders. This post explores the area of feedback and how we get/give it well.