Talent Strategy Joins The Strategic Planning Process
Talent Strategy Joins The Strategic Planning Process
Leadership Skill Development
Does your talent development strategy align with your business strategy? You can no longer afford to separate your human resource strategy from your strategic planning process. Your human resource strategy is the foundation of your strategic goals.
The old adage still applies. People don’t leave their jobs, they leave their bosses. If you aren’t deliberately developing your key people they can develop the habits that contribute to turnover.
The ‘Center for Creative Leadership sites in their research the top career derailers:
• Does not build or leverage peer relationships
• Not a team player
• Cannot execute through others, does not develop other leaders
• Stops growing, not open to feedback and lacks introspection
• Ego gets in the way, being right and going it alone
So what skills do leaders need in the 21st Century to manage knowledge workers? Sandy thinks these are key:
Mentoring and Coaching
Most individuals thrive in an environment of reinforcement, and acknowledgment. By reinforcing and acknowledging individual’s success you let them know what they are doing right and continuing to clarify the pathway to success. You are also supporting employees in gaining more energy and striving to do their best. Stephen Covey’s concept of the emotional bank account still applies. You must have a lot more positives in your mutual bank than negatives so that when you do need to deliver criticism, the trust exists to allow the criticism to be taken to heart.
Blaha says A/E firms spend a lot of money on succession plans when they should be teaching requiring and rewarding their senior leaders for passing their knowledge on to the next generation. With a 15% shortage in personnel behind the boomer generation, employee development should be a requirement of top managers. Mentoring and coaching skills are key to passing knowledge on from one generation to the next.
Finally Blaha recommends that you only promote to people with mentoring and coaching skills. The day of the high producer bully is dead.
Eliminate the Fear Factor
Manager-Leaders need to receive feedback openly without being defensive, thereby being a role model for learning and improvement. You can’t get your best from employees if they are afraid to bring you their best ideas, ideas which might be different from yours. Create opportunities for feedback and receive it non judgmentally. Be a role model. The key here is being gracious. You don’t have to be right and if you listen to your employees and they are comfortable giving you their input, you are likely to learn a lot as well.
Frustration Factor. As executives learn to do live in the paradox of innovation and keeping their eye on the horizon, they must also attend to their core processes. On a regular basis, scan your operational systems for alignment with your change directives. Ask you employees, do our systems align with our strategy? Ask your employees, where are the gaps? They will be happy you asked and more than willing to tell you what needs to be done differently. Is your company able to be honest about the gaps or do we pretend they don’t exist? If you hear – “we don’t do things that way” even in the face of strategic change directives you need to get involved. Too much frustration and mixed messages will help your high potentials vote with their feet, right out the door.
Talent Strategy Joins The Strategic Planning Process - To learn more about this author, visit Sandy Blaha's Website.
Like this article? Share it with your friends
Talent Strategy Joins the Strategic Planning Process
Leadership Skill Development
Does your talent development strategy align with your business strategy? You can no longer afford to separate your human resource strategy from your strategic planning process. Your human resource strategy is the foundation of your strategic goals.
The old adage still applies. People don’t leave their jobs, they leave their bosses. If you aren’t deliberately developing your key people they can develop the habits that contribute to turnover.
The ‘Center for Creative Leadership sites in their research the top career derailers:
• Does not build or leverage peer relationships
• Not a team player
• Cannot execute through others, does not develop other leaders
• Stops growing, not open to feedback and lacks introspection
• Ego gets in the way, being right and going it alone
So what skills do leaders need in the 21st Century to manage knowledge workers? Sandy thinks these are key:
Mentoring and Coaching
Most individuals thrive in an environment of reinforcement, and acknowledgment. By reinforcing and acknowledging individual’s success you let them know what they are doing right and continuing to clarify the pathway to success. You are also supporting employees in gaining more energy and striving to do their best. Stephen Covey’s concept of the emotional bank account still applies. You must have a lot more positives in your mutual bank than negatives so that when you do need to deliver criticism, the trust exists to allow the criticism to be taken to heart.
Blaha says A/E firms spend a lot of money on succession plans when they should be teaching requiring and rewarding their senior leaders for passing their knowledge on to the next generation. With a 15% shortage in personnel behind the boomer generation, employee development should be a requirement of top managers. Mentoring and coaching skills are key to passing knowledge on from one generation to the next.
Finally Blaha recommends that you only promote to people with mentoring and coaching skills. The day of the high producer bully is dead.
Eliminate the Fear Factor
Manager-Leaders need to receive feedback openly without being defensive, thereby being a role model for learning and improvement. You can’t get your best from employees if they are afraid to bring you their best ideas, ideas which might be different from yours. Create opportunities for feedback and receive it non judgmentally. Be a role model. The key here is being gracious. You don’t have to be right and if you listen to your employees and they are comfortable giving you their input, you are likely to learn a lot as well.
Frustration Factor. As executives learn to do live in the paradox of innovation and keeping their eye on the horizon, they must also attend to their core processes. On a regular basis, scan your operational systems for alignment with your change directives. Ask you employees, do our systems align with our strategy? Ask your employees, where are the gaps? They will be happy you asked and more than willing to tell you what needs to be done differently. Is your company able to be honest about the gaps or do we pretend they don’t exist? If you hear – “we don’t do things that way” even in the face of strategic change directives you need to get involved. Too much frustration and mixed messages will help your high potentials vote with their feet, right out the door.
Talent Strategy Joins The Strategic Planning Process - To learn more about this author, visit Sandy Blaha's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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