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  • Sonia R Muriel 9:00 am on June 20, 2013 Permalink | Reply
    Tags: leadership, , , ,   

    Types of toxic bosses (II) 

    Today I’ll continue presenting the types of toxic boss, following on from the first lot I gave yesterday.

    Peter Pan boss: they live in a fantasy world. In the company, full warfare could be going on, but if you ask them how things are going, they’ll say ‘great’.

    Mate boss: Obsessed with getting on well with everyone and inable to make criticism. If they have to evaluate their team, they suffer.

    Reconciling boss: They can’t stand conflicts. They won’t speak poorly of anyone, they just want to live and work in peace and harmony.

    Dr. Jekyll and Mr. Hyde boss: They can seem like the most pleasant boss in the world, worried about the personal life of their employees, and the next, a perverse person who leaves victims along the way, knocked out by the fear of how to talk to them the next time.

    Rambo boss: An expert in guerrilla warfare. They believe that their mission in the company is to win a war and are willing to break their back in the process.

    Couldn’t-care-less boss: They never change, no problem is big enough to not play it down. They’re only worried about their paycheck at the end of the month.

    Hermit boss: They don’t usually leave their office and if there’s no other choice, they look uncomfortable and want to return to their haven.

    Scrooge McDuck boss: only worried about one thing in the company: money.

    Roman emperor boss: exudes arrogance whereever they go and they are the happiest person you’ve ever met.

    Celebrity boss: What they like most in the world is to attend a party. Their main concerns is that their name can be read on the sign, in the caption and in the press release.

    Manic boss: They make employees feel uneasy in the same way as Dr. Jekyll or Mr. Hyde, but the difference is they don’t switch between being a good-natured person or a perverse being, rather between being the happiest on Earth or the most unlucky and negative person ever in the history of the organization.

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development IDEA.

     

     
  • Sonia R Muriel 9:00 am on June 19, 2013 Permalink | Reply
    Tags: leadership, , , ,   

    Types of toxic bosses (I) 

    A strong leader manages and guides their team and manages to develop the natural talent of their subordinates. They seek conversation and value professional polycromy. On the other hand, a boss orders and commands their employees and what is expected is discipline and obedience.

    The perfect leader doesn’t exist because the leader is a human being. In today’s post, with much love and respect, and a degree of humor, I’ll describe some of the types of toxic boss that we all have suffered under, to a greater or lesser degree, during a professional lives.

    Some types of toxic bosses

    Weathercock boss: One who changes decisions depending on the context, the person or the topic in question. It is almost impossible for them to think the same thing if you ask them several times about an issue and they don’t remember what they said in all security.

    Father-figure boss: They treat subordinates like his kids. They have a protective attitude with his team. They are usually well-loved butthey don’t help professional development.

    Fan boss: They have a special, innate skill to disperse responsibilities, problems, and especially, poor resultsto those who surround them. They are an expert in finding a scapegoat when they put their foot in it.

    Parasite boss: They live like a leech on other people’s work. Their working day involves attending meetings mainly, and looking like they are actually working

    Peter Pan boss: They live in a fantasy world. Perhaps a true battle is being fought in the corridors, they don’t say a word, not even to say good morning to the people who work in their team, and sadness and demotivation reigns in the organization, but if you ask them how things are going, they will reply ‘great’.

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development IDEA.


     
  • Eduardo Sanz 9:00 am on June 17, 2013 Permalink | Reply
    Tags: , , leadership, , ,   

    The Coach Leader is the leader of the 2.0 world (II) 

    Estimated reading time: 6 minutes

    Last week we spoke about how a coach leader manages people. Today we will continue to discuss this type of leader as the defender of sustainable leadership: “that transcends people to be installed in organizations that lead, last over time, and are successful”.

    A coach leader believes that “we are all important, no one is indispensable”, they work to surround themselves with the best, prefer to manage people with potential, and develop them as a key part of their role, they are not afraid nor worried about their position, they put the“we” before “I” and their management directly impacts the balance sheet.

    Whoever applies this leadership model achieves major loyalty among the team; they manage to infuse anyone and everyone they meet in business with that spirit, no matter what department they come from; and create a true “company spirit”.

    The coach leader bases their leaderships on others and not on themselves.

    • Treat others like you want them to treat you
    • Build up a network of contacts and give added value to that network,get out and network.
    • Work on that “I” to build the “We”. Be yourself.
    • Give always without expecting anything in return.
    • Keep your mind open and clear.
    • Have a plan and execute it with passion. Not with enthusiasm, but passion.
    • Invest in yourself. You’ll soon see that if you need a leader, that it is only you.
    • Talent is there, success is built. Know yourself. Practise your skills (they’re there; you just have to discover them), find a coach to guide you on that learning and continuous growth.
    • Be flexible and creative. “Innovation distinguishes between a leader and a follower” said Steve Jobs.
    • Work as a team. Doing it alone is much more difficult than in company. When the work of a great leader finishes, people say: we did it!

    And use the 3 basic resources a great leader needs to have: common sense, critical thinking, and a sense of humor.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

     

     
  • Eduardo Sanz 9:00 am on June 14, 2013 Permalink | Reply
    Tags: , , leadership, , ,   

    The Coach Leader is the leader of the 2.0 world (I) 

    Estimated reading time: 4 minutes

    A coach leader is “the person who enables another individual or a group of people to achieve common goals based on their own effort and performance, which they wouldn’t achieve without their guidance”.

    In a competitive world, developing this leadership marks the difference between success and failure in a company.

    Our teams are the reflection of our leadership, so we need to bring them guidance, confidence, optimism and motivation.

    How do coach leaders manage people?

    1. They empower the team. They make the team feel front stage and know how to stay in the backdrop.
    2. They build responsibility and commitment, which enables the team to share the organization’s objectives.
    3. They network, staying in touch with the latest trends that emerge to conver them into powerful tools that can be applied to their work.
    4. They are coherent with what they think, say and do. They transmit that coherence so that any challenge can be assumed by the organization and the team without any doubts.
    5. They give access to information and resources to make the right decision. They give all the information necessary for their team and the resources needed for managing it.
    6. They work with them to choose the most suitable option to solve each problem, enabling them to make decisions quickly.
    7. They are able to exercise assertiveness in collective decision-making. As a conscious, congruent, clear, direct and balanced way of expression, whose purpose is to communicate ideas and defend their position without aiming to hurt or harm, acting from an inner state of self-confidence.
    8. They are always positive thinking and have ability to make changes in the team or in procedures so that they are accepted and taken on board easily.
    9. They master Verbal and Non-Verbal language and active listening, meaning they can take the right decisions that benefit the organization.
    10. They become involved in continuous personal growth and learning processes , which are usedto enhance their performance and that of their team.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

    And in your company, are you being led by someone with this profile or are you still with a pseudoleader?

     
  • Raúl González García 9:00 am on May 9, 2013 Permalink | Reply
    Tags: , leadership, , ,   

    Leadership of the Future 

    Estimated reading time: 3 minutes

    Leadership of the Future

    Five ideas to envisage leadership of the future from new leadership trends:

    1. From an individual-centered focus, we have gone towards the team, and from the team, to the network. The leadership of the future will be shared: in organizations of the future, everyone will be leaders.

    2. Leadership cannot be boiled down to a set of prefabricated formulas that are used for all organizations, it requires continuous training and the ability to adapt and improvise. Leadership will be more like dancing as a group instead of mathematics.

    3. Leading will be synonym of empowering, the best leaders will be ones who transform their followers into leaders.

    4. The traditional workplace will be transformed into a collaboration 2.0 environment and the leadership of the future will be somewhat similar to the influence that some users have in internet forums. The main leadership 2.0 competences will be the ability to generate participation and trust, micro-blogging, tolerate ambiguity, share openly, and to help achieve a ‘netarchical’ organization.

    5. If work is permeated with Social Networking values and attitudes, people will lose the fear of making mistakes, exploring, participating, sharing, making decisions, taking risks, being creative or contributing new ideas. People won’t have the usual fears found in traditional companies and won’t need to be directed, they will be used to generating collective intelligence and leadership through digital participation infrastructures.

    To sum up, leadership of the future will be necessarily collective: people won’t know how to interact otherwise.

    “The best way to predict the future is to create it” – Peter Drucker

    Raúl González (@coachingcritico) is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.

     

     
  • Rafael Garcia-Parrado 9:00 am on April 26, 2013 Permalink | Reply
    Tags: , , , , leadership, , , ,   

    The professional facilitator in organizations 

    Estimated reading time: 3 minutes

    Technological advances and growing competitiveness force companies to stay permanently up-to-date, so collaborative practices are becoming more valued as a more than profitable option.

    Here we can talk about practice communities that can enhance productivity in organizations thanks to an improvement in processes and empowering the employees who should assess, propose and solve in decision-making.

    Placing these work groups at the heart of any productive improvement involves giving them autonomy, with the result being the sum of the individual productivities and knowledge transfer.

    However a change of such dimensions in any organization used to functional or departmental structures can entail a number of problems in managing this complex change. To face it, and to ensure that projects don’t de-virtualize from their auto-da-fe, total integration is required and not just changing the structure of the departments.

    To respond to these limitations in organizations, professional facilitators or facilitator teams have emerged, which are responsible for developing strategic capacities for re-focusing the actions of the work group.

    These professionals seek to:

    • Drive innovation
    • Ensure strategic cohesion
    • De-bureaucratize the organization
    • Instill a new way of doing things (innovation requires a method)
    • Streamline the organizational change
    • Use social technologies to provide business openness

    These professionals can acquire a greater role in the classical structure, while they reduce their weight and importance. Through their interruption in the work methodology, they seek to generate wisdom across the board that enables the company to give an efficient response to the challenges.

    To sum up, I want to highlight the importance of people, as a high level of involvement and maturity is essential in order for the companies themselves to adapt to the rhythm and the quality of their employees, achieving greater flexibility and orientation on the outcome.

    Rafael García (@rafagparrado) works as a consultant at Índize and has his own blog, which at Zyncro we highly recommend: La Factoría Humana.

     
  • Eduardo Sanz 9:00 am on April 23, 2013 Permalink | Reply
    Tags: , , , , leadership, ,   

    Leadership in difficult times (II): Accidental leader or “what have I done to deserve this?” 

    Estimated reading time: 8 minutes

    I want to start by thanking you for the great welcome my first article on this blog got and all the comments many of you made both privately and publically. This just reinforces that the ideas I mentioned are not just my own vision of things and helps to confirm that we all have a mission to change the Spanish panorama of SMEs with quality executives and leadership.

    Another reason that reinforces that we have “hit the nail on the head” is that all of you who gave your feedback are people that have experienced pseudoleaders. So they are not an urban legend that no one has seen after all and they do really exist. It’s no use thinking that they are just from the older generations, and those that have replaced them are “cut from the same cloth.”

    Curiously, none of these pseudoleaders have written to me publically or privately to say “Hello, my name is X. I’m a pseudoleader and I want to change. How do I do that?” So I ask myself, where is that self-criticism?

    An accidental leader could be any of you; a committed person with a restlessness, who collaborates and has always worked hard thinking that some day their chance to lead a project due to their own merits would come.

    Normally, accidental leaders find themselves with their boss’s job overnight because the company had thought that it could save expenses that way and that they would accept the position without questioning why or how and would limit themselves to doing what they are told.

    It is communicated to them with no mincing of words. “Hello, we have decided to make a change in Sales Management and after assessing several options, we think you are the person for the job. We have good reports from your boss, you’ve been with us for a while and you know the company. So do the visits you have planned and in 15 days’ time we’ll meet here to talk about how we are going to work.”

    You get excited and you follow your work plan and visits. At night in the hotel, you work on a detailed business plan in line with what the company needs and the market demands.

    When the day arrives, the message you receive is “We hope this changes quickly and you limit yourself to doing what we tell you, don’t forget that you’re here because of us” or “What you need to do is sell, stop giving excuses and sell. Your previous boss spent all day getting data on the competition and saying that we had to change things and analyze prices, but what you need to do is sell. We’re here to think, so less PowerPoint and more selling.”

    You’ll leave the meeting completely demotivated but you tell yourself that gradually changes and improvements will be made. The months go by and things stay the same, they didn’t want a leader and you realize that you haven’t worked or endeavoured so long to do that.

    You try to give your team training and the response is “Training is an expense, less training and more selling”. You start to notice that they don’t include you in the decisions and when the time comes, you ask yourself the question do you really want to continue or not?

    You know your potential, you know your areas for improvement and you want to work on them. What’s more, you have ideas to drive and help the company.

    I’ve discovered I’m an accidental leader. What do I do?

    If after reading this you can identify with this, don’t lose hope. Don’t worry, there is a path to solve it. You have several options and, although there is no good or bad one, I’ll give you a few. But remember, the right one will be the one you decide to take.

    Option 1: Accept it and resign yourself to the fact. If that role is enough for you and you are only looking for a title on your business card, it’s as respectable a decision as any other. Many people spend their lives doing something they don’t like and passing the hours, waiting for their day to end. If you are one of them, you still have time to change it some day. If you don’t want to, good luck in your job. I don’t envy you.

    Option 2: You’re restless and you can see that this is not the future you envisaged.

    • To start, don’t lose hope.
    • Be positive, maybe you will manage to make them change the way of doing things.
    • Seek allies that can help to change things for better step by step.
    • Relish those small successes, from a new customer to a sales rep that you have trained. Give yourself those moments of self-motivation.
    • Don’t stop learningand build up your network of contacts in case an opportunity arises.
    • While you are with the project, always give your 110% so they can never say you “didn’t do it” and if the results don’t come, you can be sure that you gave your all.
    • Trust yourself and your values.
    • You have talent, success requires training .
    • Never rush into making a decision that affects your future. As the song goes “you’ll never walk alone”. “When you walk through a storm. Hold your head up high. And don’t be afraid of the dark. At the end of the storm is a golden sky”

    In the next article with which I will close this trilogy, I’ll talk about new leaders: Leader-Coaches, the seed of the Sustainable Leader.

    Like always, I’ve written about my own opinion of things, but I’d love to know what you think. Feel free to comment!

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

     

     
  • Chris Preston 9:00 am on April 15, 2013 Permalink | Reply
    Tags: , , , leadership, , , ,   

    Losing Meaning Amongst Complexity 

    Estimated reading time: 8 minutes

    I’ve recently been reading Dan Ariely’s latest book – The Upside of Irrationality. For those of you who don’t know him, he’s a frequent writer and speaker on the subject of human behavior, with a particular emphasis on why we do things that make no practical sense. In this book, he shares research into how we find meaning in what we do, and the consequences of not having it in our working lives. It’s fascinating stuff, and I could read his work all day.

    He makes a key point about the need for us to see the outcomes of our work successfully launched into the world, and that it’s the role of leaders to make sure people can join the dots between what they are doing, with the ultimate outcome of the organisation. In the book, he uses SAP as an example of where complexity is clouding this process – I don’t believe he’s saying SAP is a bad system; it’s just one of many, many tools that we now use for our daily lives… probably one too many.

    How bad is the problem he’s describing? Well, for example, in 2008 I was working with a police force that had just audited its systems – they had upwards of 350 different ones. That was four years ago – I dread to think how many they have now. Officers at the time were frustrated and disheartened with the situation, feeling that it took them away from the core of the job: to police.

    This situation is echoed in the pharmaceutical industry, one of the most heavily regulated groups you will ever find. With multi-billion dollar fines levied for illegal activity, the companies involved have layer upon layer of systems to prevent any, tiny, slippage of the ‘code’. This compliance is aimed to benefit the patient, but it has the hugely negative effect of creating a group of dispirited people who genuinely want to make people’s lives better, but feel the myriad of steps in the process simply don’t allow it. I’ve been part of trying to make the many systems more understandable, which is a Sisyphean task I would not wish on anyone.

    Thinking this over, one phrase came to mind, written by the equally fascinating author John Maeda, who, when talking about simplicity, uses this powerful equation “How simple can you make it / How complex does it have to be?” I love this statement, and I turned to it recently when working on an online profiling tool, which I was happily heaping with features that I thought would be wonderful. The final product would have needed days of patient explanation before anyone understood it, and a manual the size of a phone book. Applying John’s rule, I chopped out most of the things I’d added, and it worked just fine.

    But with my system, I had total control. With the police and pharmaceutical industry control is far from perfect, and the ‘clear lake’ slowly silts up as many contributors independently bring in their own needs. Organizations over a certain size lose clarity around complexity – no one has the reach or remit to ask the question ‘are we too complex?’ when it comes to systems and process. Many companies simplify their products, operations and footprint, but few ever truly simplify how they do business. As one police officer put it to me, “we are good at adding, but not taking away process.” Systems seem to disappear only when technology takes a step forward.

    There’s no doubt that the proliferation of systems is damaging our ability to find meaning in what we do, research, common sense and performance figures all bear witness to this fact. I’m not suggesting that we stack them up and burn them – we’re past that point. What I do feel is needed is local ownership of this challenge. It’s the job of the manager to ensure that people working in complex environments can see how their contribution adds to the organization’s ability to deliver services, goods or outcomes. No one wants a meaningless task, but the danger today is that the processes we’ve built up around the daily job make it difficult to see past the task of administration.

    Leaders and managers need to become practiced at holding conversations about the organization’s aims, what’s coming off the assembly line, and who they are helping. They need to recognize that people are blinkered by the systems they have to use, and need encouragement, support and time to step out of this and look at the wider picture.

    None of this is difficult, it’s about time and effort on the part of the people that really need their teams to perform well.

    And, if you have the capability, maybe also extinguish the odd system here and there – start a quiet revolution around simplifying working life. One of John’s governing laws is “Simplicity is about subtracting the obvious, and adding the meaningful.” So, if it’s a law, you’ve got to do it.

    Chris Preston (@Trimprop) is a Psychology graduate and specializes in internal communication and team development. He currently is Director at The Culture Builders.

     

     
    • David Zinger 10:58 pm on April 15, 2013 Permalink | Reply

      Well said Chris. I like the way you put Johm Maeda and Dan Ariely together. I have been thinking about this a lot in relationship to employee engagement and this was a very nice personal booster.

    • Chris Preston 10:13 am on April 16, 2013 Permalink | Reply

      Thanks David – they are two lovely authors, and I really wish that business could do more with John Maeda’s work – I think the challenge is it’s not as easy to link his thinking with business process as it is with product design. Glad it helped boost you!

  • Raúl González García 9:00 am on April 5, 2013 Permalink | Reply
    Tags: , , leadership, ,   

    How to give feedback to motivate 

    Estimated reading time: 6 minutes

    Coaching feedbackFeedback is the information you give your employees on their performance in order to get better results. One of its main characteristics is that it must be useful as information, i.e. it needs to generate learning in the person receiving it. If a manager gives information to a subordinate on their performance that does not help them in practice so they can improve their work, it is not really feedback.

    What’s more, if the feedback is communicated in a way that makes the employee feel guilty, frustrated, irritated, or in short, demotivated, rather than being feedback, it is quite the opposite. Feedback when used well can improve your employees’ motivation and performance greatly, however, when used poorly, it can be one of the main factors of demotivation and even worsen their performance.

    Best intentions are not enough in giving feedback effectively. Below you will find four steps that will help you to prepare the information you give to your employees to improve their performance and how to communicate it to generate greater motivation and changes in their results:

    • Be clear. Vague, generalist feedback isn’t any use. Clarity involves relating specific actions with specific results. The more precise it is, the more effective the feedback will be. Precision also refers to the fact of talking about actions that can be controlled by the employee, either for them to replicate them if they give good results, or to change them to get better results.
    • Don’t improvise. In order to be clear, you need to identify what objectives you want to achieve beforehand when you give feedback. Think and prepare what specific changes you want to see as results, this way you will transmit exactly that and nothing else. Choose the right time and place. Avoid stressful situations, because you won’t be in the best mood to be constructive, and furthermore, people retain a very small percentage of the information in these situations. Avoid subjective judgements as far as possible. Refer to specific conduct and results, try to be as objective as possible, by using objective and neutral data, for example.
    • Give more positive feedback. Feedback is not just information regarding aspects that need to be improved, it is also information on what they are doing well. Some managers don’t pay much attention to what they employees do unless there is a problem. From an employee’s point of view, this makes the manager seem to be only watching for mistakes. Positive feedback(valuing and reinforcing conduct or attitudes that achieve goals) is as important as negative feedback (pointing out a conduct or attitude that hinders the achievement of goals), because reinforcing effective conduct improves the work environment and enhances motivation in those that receive it.
    • Be constructive and focus on the solutions, not the problems. The goal of feedback is not to point out negative aspects, rather to introduce changes so that they improve. Focus on those changes, ask your employees to propose solutions, put forward different alternatives and explain how and why they can contribute to improving the results. Allow them to become actively involved and decide, as far as possible, the changes they want to make and the way they will carry them out.

    If you bear in mind the previous points when giving feedback to your employees, you will be taking advantage of feedback not only as a tool for improving performance, but also as an opportunity to improve your relationship with them and motivate them.

    Raúl González is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.

     

     
  • Jose Luis del Campo Villares 9:00 am on March 21, 2013 Permalink | Reply
    Tags: , , , leadership, , , ,   

    5 keys for managing Internal Talent in Organizations 

    Estimated reading time: 8 minutes

    Managing internal talent in organizationsWe all have talent for something, whether it’s good or bad. At times, the problem is that we are unsure what our a special skill is used for, or even when we know it, we have little or no motivation to try to exploit it or we have an inability that prevents us from dedicate ourselves to it.

    We have always believed in the idea of talent of individuals. For this reason, when we talk about organizations, we usually refer to the concept of ‘human talent’ as the potential of its members, knowledge, aptitude, attitudes, experiences, motivation, vocational interests, skills….. that can be applied to daily work within the organization and that enable us to get the best out of each individual, which results in the improvement of the group and the organization to which they belong.

    Everyone would like to have talented individuals in their organization, or individuals with the potential to be talented, as it is believed that they will contribute positively to the growth of the organization. The truth is if the organization doesn’t have them, it can ‘import’ by bringing in outside individuals (outsourcing), but that is not the topic we are discussing today. Here we will see what is necessary to manage the ‘Internal Talent’ that organizations already have and the advantages of this talent.

    Starting from the basis that we all have a potential talent for something, what are the key points for managers in an organization in knowing how to manage the potential of its members?

    1. Ability to discover talent in its employees.
    2. Ability to know how to manage them in accordance with the organization.
    3. Ability to know how to motivate them.
    4. Ability to generate new talents among employees.
    5. Ability to adapt organizations.

    In times of crisis like the current one, it is clear that investing in bringing in outside talent is very expensive, meaning the starting point for optimizing costs lies in‘insourcing, or in other words, managing the talent and potential already found in our organization and knowing how to leverage it is infinitively more profitable, as well as them being someone who already knows the organization and doesn’t have to be taught much.

    1. Discovering talents

    Hence, the first step is to discover the internal talents of each individual so that we can reinforce the internal talent of the organization. HR management in organizations should be done by professionals specialized in competence development, skills management, and in short, those used to finding the talent in each individual. It’s not much use to think about ‘insourcing’ if we are unable to discover the potential in our employees.

    2. Managing talents

    Once we have determined what our employees talents are, the next thing is to know how they can be used for the organization’s benefit. It is not enough to know how to capture the talent of each individual, rather we must also know the functional structure of the organization and its culture in order to be able to coordinate that talent within the company’s structure. Fitting in the different talents in different positions, hierarchies and responsibilities in an organization is as important for operation as having talented individuals. If we don’t, we are wasting that ‘Internal Talent’. Having people with wasted talent and knowing it is almost worse than having talented people and not knowing it.

    3. Motivating talents

    When we have found a place for that ‘talent’, we need to know how to feed it, to motivate it so that it grows on its own and infuses others. Talent is something that, apart from having it, it is necessary to feed it and this is done with suitable motivation. The techniques for achieving it are not just economic as many believe, but all must ensure that the talented individual is happy in their position and does not want to accept outside offers that would bring their talent to other organizations.

    4. Creating new talents

    If we can find, fit in and motivate talent, wouldn’t it be perfect to be able to create new talents within the organization? Multi-disciplinary ability in our employees, combined with a fast changing environment, can be the perfect combination in order us to consider creating new talents ourselves within HR management. Having our own factory for creating talents is a way of ensuring the future success of the organization. Human capital capable of assuming responsibilities, new projects and motivated to do so is the key to survival for any organization.

    5. Adapting the organization

    But to all this, we need to add a very important thing like the fact that organizations themselves cannot be considered static entities, they need to adapt to changes in trends, regulations, competition and the environment. They are living beings, comprising of other living beings. On occasions, it is not always a case of adapting the talent of the employees to the organization, rather quite the opposite, adapting the organization to the talent of its employees who, on all probability, have adapted to the environment before the organization itself. It is as important on occasions to adapt the organization to changes and its internal talent as to make sure this talent adapts to the organization.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.

     
    • shalini 1:17 pm on March 21, 2013 Permalink | Reply

      Great ways to manage internal talent Jose. Thanks!

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