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  • Enrique Dans 9:00 am on March 12, 2014 Permalink | Reply
    Tags: , , talent, ,   

    Models for managing talent and innovation in organizations 

    Estimated reading time: 12 minutes

    Editor’s note: Enrique Dans (@edans) has let us republish this article from his blog where he talks about how do companies manage talent and innovation?

    Here’s an interesting question: how do companies manage talent and innovation, and what models can we use to map them? Working on the basis that any organization needs to attract new people of varying ages and experience on a regular basis, we can identify a range of variables that affect their ability to do this.

    On this basis we can see a number of models, which I tend to categorize thus:


    Companies that tend to attract younger talent, and then create mechanisms whereby said talent is only happy when performing at the highest level. Demanding organizations, they tend to be constantly measuring and evaluating their team, and normally end up creating something of a performance cult, which means that those who stay do so because their merits are beyond discussion. We’re talking here about a culture that recognizes and rewards effort: if you’re not up to the job, you will soon feel excluded and uncomfortable, and be obliged to leave. These companies are sometimes known as up or out operations.

    The Dead Sea

    The very opposite of the previous model, and much more widespread than is generally recognized. They tend to attract talent in different phases of development, but after a period of adaptation, employees realize that there are too many obstacles for them to express themselves, leaving them the option of adapting to a poorly functioning system, or having to leave in search of a company where they can better develop their talent. Generally, those who stay are less motivated and ambitious, which, coupled with poor training policies, ends up converting them into people with little motivation to find a another position of similar responsibility in another organization; they end up becoming a kind of sediment that often ends up putting off new talent from joining. Such organizations are usually highly bureaucratic, working along civil service lines, and where the goal is tenure.

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  • Sandra Bravo Ivorra 9:00 am on December 27, 2013 Permalink | Reply
    Tags: , , , talent,   

    Are Companies Afraid of Discovering Their Internal Talent? 

    Estimated Reading Time: 4 minutes

    2013 is coming to a close. Christmas lights are here, garlands, catalogs of toys overflowing mailboxes, the drive to consume compulsively…and, New Year resolutions! This is the best part. When something ends, something new begins, and beginnings always build up hope and facilitate changes.

    New year, new life! January is the month where everyone intends to sign up for the gym to eliminate all the Christmas excess and lead a more healthy life; it is when smokers think about quitting; when we stop to think perhaps we should take better care of our partner or remember to tell our mother how much we lover her… But ideally it is not necessary during this time to ask these things.

    The same thing happens in the work environment. I have heard a few times the argument that all innovation implies a great economic cost and in an environment of a crisis, like the current economic crisis in Spain, no company wants to risk more than what is necessary.

    But propeling new projects does not necessarily mean investing an enormous amount of money in it, rather it may consist of slight changes in entrepreneurial attitudes, in implementing new easy application ideas, in betting on a personal link between our workers, in adequately awarding and valuing the most creative and efficient employees.

    How many companies encourage idea contests? Good ideas are the genuine raw material of the most successful businesses. But it is still surprising how many ideas we throw away everyday and label them useless after the first consideration. Have you ever experimented changing the role of your workers for a short period of time? We were amazed to see what happens when we offer our employees new challenges and responsibilities. Which companies have the courage to frankly and openly show their employees and communicate the good and the bad? Thus, the achievements are shared and failures can be overcome more quickly with support from everyone.

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  • Jose Luis del Campo Villares 9:00 am on October 17, 2013 Permalink | Reply
    Tags: , , , talent, ,   

    Enterprise Social Networks as a Tool to Discover Hidden Talent in Organizations 

    Estimated reading time: 5 minutes

    The growth of knowledge is of vital importance for the future of organizations. In this stage, one of the great advantages organizations who work with Enterprise Social Networks have is the opportunity to share content.

    However, Enterprise Social Networks must be designed to facilitate this and not to employ it as a social communication medium between users. I am one who thinks that talent attracts talent. Someone with talent will feel excited to participate in a collaborative environment that is conducive.

    An environment in which perceives that intervention and contribution is valued and is taken into account, where it is seen that those who participate with others brings talent. And verification of who controls and directs this environment is a talented person who can also bring out the best in each contribution for the growth of the group and individual members of the organization.

    An Enterprise Social Network to discover hidden talent in an organization

    The use of Enterprise Social Networks opens the possibility to discover new hidden talent that is in our organization. But, to serve this purpose, an Enterprise Social Network must implement responses to the following ideas:

    1.  It is implemented with the aim of sharing knowledge, and it is explained adequately to members who are going to participate and make sure they understand that it is a medium of growth for individual talent and group talent.

    2. That are managed or controlled by someone with skills, mainly to discover talent that the members possess and that is it hidden and to be able to motivate them to bring to light their talent. Putting someone to control the maximum performance of the company may not be the most appropriate thing to do. Place in command someone who possesses innate skills to find, manage, and maximize hidden talent.

    3. Make it mutual as the contribution of talent. It is as simple as who manages it, and who participates, all of whom must be motivated for it. The person who manages must be overturned in finding hidden talent. And the person who wants to contribute must see the correspondence between their contribution and the ‘award’ received.  Otherwise, more than discovering talent, what it will do is hide talent even more as members flee to participate because they do not report anything and they see it as a bigger workload.

    Enterprise Social Networks are the perfect tool to discover talent in our employees. At  Zyncro, we work to extend this form of collaboration to businesses. If you are convinced and want to implant a enterprise social network in your business, We can help you with this whitepaper to convince your boss. And if you still need more reasons to bet for a collaboration environment in your organization, dowload this other whitepaper where we give you 10 reasons. When you are convinced, try Zyncro for free and squeeze its profits.

    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.

  • Virginio Gallardo 9:00 am on May 13, 2013 Permalink | Reply
    Tags: , , , talent,   

    Conversations 2.0: the new way of managing talent 

    Estimated reading time: 5 minutes

    Quality communication is not unidirectional, it’s the conversation that enables us to listen. Quality knowledge is not explicit, that we try to encourage through training, it’s tacit, transmitted through conversations. Innovative culture like any other type of culture is conversations that need to be guided by a new type of leader.

    Now the conversations through social technologies are promoted in organizations, in what we have called conversations 2.0. In Barcelona and Madrid, we held two events that we have called #conversaciones20 because we think we are experiencing a special moment in which reflection on some of the best business experiences of our times is needed.

    After listening to 24 participants, I’d like to share with you five trends that summarize what I have heard.

    Five trends on new ways of managing talent in new organizations:

    1. Tacit knowledge gains prominence over explicit knowledge: Information training is becoming more important than formal training, packeted contents in the form of courses and workshops loses importance to social training. Practice communities and communication generate more knowledge than ever through conversations, a knowledge that can be extremely valuable for businesses. The major issues are how to ensure quality in these new ways of generating tacit knowledge.

    2. Leadership and “trojans” driving new values: The change towards organizations 2.0. is not a technological change, it’s a cultural change. The new values and new ways of managing require both transforming leadership at top management and the complicity of informal leaders, of intra-entrepreneurs, of trojans… The drive of these new values is what transforms organizations into organizations 2.0.

    3. More social, liquid and open organizations: There is an enormous consensus that we are going towards more social organizations where the hierarchy and the functional order lose importance to communities, new more liquid organizational ways that require new ways of managing talent. But what’s more, the organizational border is broken down and the organizations are more open towards the outside: customers, suppliers, innovation managers, citizens…

    4. Talent management serving business and innovation: The new ways of managing talent and the new social technologies are at the service of efficiency, greater productivity, better customer/citizen service, sales efficiency…. The commitment, creativity, flexibility, talent are at the service of improvement and innovation focused on the business from a more strategic perspective.

    5. Digital rupture, the new organizations are the future, but the future is already here. We can already find excellent examples of organizations with best practices, whatever the size, and the sector is becoming increasingly less important, although the best practices are located in sectors where technology has more importance. However for most, this disruption is happening too fast and many companies and professionals find themselves lost, faced with new roles and organizational implications of these new technologies.

    The general impression of this conference is that many have already decided to move towards these types of new organizations and those that have already done it, despite the short journey, not only believe that organizations 2.0 are possible, but are inevitable as the only way of facing the future.

    Virginio Gallardo (@virginiog) is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was published originally on his blogSupervivencia Directiva”, where you can follow his thoughts.


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

    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!

  • Andrés Ortega 9:00 am on December 7, 2012 Permalink | Reply
    Tags: , , , talent   

    Recruitment 2.0: more than a Social Network 

    Estimated reading time: 6 minutes

    Editor’s note: Today we have the pleasure of presenting a new Zyncro Blog author: Andrés Ortega. With over 15 years of experience in the field of People Management, he is currently the HR Director for Spain and responsible for Engagement in Europe at DAMCO, which is part of the Dutch group AP Moller Maersk. Andrés understands that organizations and their professionals are currently undergoing an exciting period of change, an era that will redefine the way of interacting professionally, the way of managing people in organizations and the actual role of HR; aspects that he will write about on the Zyncro Blog and which he has written about for some time on his personal blog, which we at Zyncro highly recommend you visit. Welcome Andrés!

    Whilst the majority of organizations are still familiarizing themselves with the Recruitment 2.0 concept, it is worth understanding that the adjective “2.0” shouldn’t be confused with the simple recruiting activity through social networks. Recruitment 2.0 goes much further than “viralizing” job vacancies on the Social Network. It requires the revision of certain key organizational aspects. Let’s analyze each one of them:

    1. Each node of the organization could be a Recruiter 2.0

    The organization as a whole or any of its nodes, could be considered a recruiter. This is probably one of the main challenges for the successful evolution of recruitment 2.0. The HR department must become the main defender of relational recruitment, but to do so it should part with this unilateral responsibility; promote the idea that each member of the organization can be a connector. The HR department should establish itself as the organizational Social Networker, a promoter and announcer of connections.

    2. Recruitment 2.0 implies democratizing and sharing information and strategy

    It is simply unrealistic to encourage establishing the necessary connections by all members of the organization if there is a lack of reliable information about the organizational reality, about what is needed and what for, about where we are going and why. The democratization of business information implies a review of the -still existing- traditional organizational structures as to how they share information about their business strategies, their action plans and the raison d’être of their existence. In practical terms, the democratization of information is about relaxing the classic power structures and how these handle information. It will be difficult to carry out effective recruitment 2.0, in which the whole organization knows how to “connect” with the required professional, if aspects such as, Where are we going? What do we want? Why are we here?… haven’t been communicated in an open and clear way.

    3. Freedom to take decisions: connecting and recruiting is a shared decision

    The efficiency of recruitment 2.0 requires changing the traditional decision making model with regard to selection. The HR department should educate, be the communication chain, so that any member of the company is aware of the recruitment criteria associated with the culture. The main mistake in the unsuitability for the organization is not due to the poor identification of the technical aspects for performing the job, but to the lack of alignment with the organizational principles and values. Cultural criteria should be shared and spread throughout the whole organization so that there is a single criterion, this way minimizing the traditional mistakes of integration. The end “decision maker” should be the micro-community which identifies and interacts with the professional who is to be recruited.

    4. What turns recruitment into 2.0 isn’t technology but the culture of conversation: Recruiting in 2.0 is talking

    The 2.0 environment and the associated technology maximize the ability to interact and establish contacts, but the virtual network always ends up being tangible. It is a mistake to underestimate the absence of an active presence on social networks of any of the members of the company or community. The identification of the professional required could occur in a “traditional” (1.0) relational environment. The essential requirement for recruiting in 2.0 is that the culture of conversation/interaction pervades the organization as a whole.

    5. Recruiting in 2.0 is a permanent vital sign, no an organizational process

    Employees should continuously think in terms of relation, not recruitment. An organization that recruits in 2.0, is one that relates periodically and systematically with all of its stakeholders. Recruitment 2.0 implies having the ability to relate with all members of the organization permanently activated, without there being a need or a position to fill.

    Recruiting in 2.0 version means therefore, evolving the organizational culture; it implies strengthening connections between all of the members of the network-organization-community; achieving maximum connectivity between all its nodes. The objective is for the organization to be a network capable of identify and relating with 100% of the professionals who have a profile required for the project.

    If we take into account these considerations, we will understand the importance of self-proclaiming to be a Recruiter 2.0


  • Sonia R Muriel 9:00 am on November 28, 2012 Permalink | Reply
    Tags: , , talent,   

    Does anything go in companies? 

    Estimated reading time: 5 minutes

    I like using any “down time” I have to read, update my profile on social networks and reply to the backlog of emails, so I usually carry my iPad around with me. This was my plan when I returned to Seville from Madrid on the AVE last Friday, after attending the #ComunicaME event organized by Zyncro.

    While I was writing emails, out of curiosity I started listening to the film that had just begun and I was hooked, so much so during the first few minutes that I closed my iPad and turned all my attention to the train’s mini-TV screen.

    The film was Margin Call. It recreates the 24 hours prior to the beginning of the financial crisis of 2008 in an anonymous investment bank, which supposedly represents Lehman Brothers.

    The film begins with the aggressiveness of the Human Resources team. The way that they fire various employees within the space of a few moments, the atmosphere they create, and the lack of humanity and empathy is very significant.

    The immediate dismissal, after nineteen years of service to the company, of the Senior Risk Analyst when he’s on the verge of discovering dangerous shortcomings in the investment bank, creates a huge impact. This scene is only the beginning of a succession of ethical and moral conflicts.

    Not only has the film helped me to better understand how the crisis came about, but it has also made me reflect once again on how anything goes for some executives, particularly, behaviour with a lack of personal and professional ethics regarding money and completely forgetting the value of people.

    I find it hard to imagine what would go through the minds of those executives in order to save the company, or at least to assure themselves of a large amount of money. Evidently social responsibility and business ethics weren’t present in those meeting rooms and offices. Proof of this is that the company chose to cheat by selling in 24 hours something they clearly knew had no value.

    This philosophy is summed up very well by the following quote from the CEO at one of the moments of most tension in the film:

    “Be first, be smarter, or cheat.”

    Where’s the CSR, on a USB memory stick?

    Four years have passed since the financial crisis began and instead of progressing in people management, unfortunately a path of involution has commenced.

    I have no idea how many books, articles and blogs have been written, or how many conferences have been organized to remind professionals that they are the pillar on which an organization stands but the reality is what it is: mass dismissals, elimination of budgets for training and talent development, mobbing in the workplace of pregnant women, major discrimination based on gender and disability, abuse of working hours and work loads, and so on.

    A lack of ethics is obviously not the only thing that led us to this crisis, but it is very relevant.

    So, if we are not committed to caring for our most important asset, PEOPLE, and to implementing socially responsible management models, how are we ever going to recover from this situation?

    The role of executives, and in particular those responsible for HR, is to remember that the company is its people, and that dehumanizing organizations will not improve the P&L account or productivity, quite the opposite. Reducing messages of fear, creating a healthy work environment and using direct, transparent and multidirectional communication are essential.

    Now, more than ever, we need to create confidence so as to deserve the commitment of our colleagues and collaborators, and above all it is essential that we never forget that: NOT ANYTHING GOES, EVEN IN COMPANIES.

    “Every aspect of Western culture needs a new code of ethics -a rational ethics- as a precondition of rebirth.”

    Ayn Rand

    Sonia Rodríguez Muriel is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development, IDEA, and writes a personal blog which we at Zyncro highly recommend you read.


  • Sonia R Muriel 9:00 am on October 15, 2012 Permalink | Reply
    Tags: , , , talent   

    Talent archaeology in HR 

    Estimated reading time: 7 minutes

    Talent is become an almost omnipresent topic in any journal, seminar, blog, forum related with HR or business management. The talent war is nothing new, but the economic crisis and the new business context has given a new twist to the concept as it was understood before. Fighting for talent has become an attempt to avoid laying off valuable employees.

    Last week I attended a talk given by great figures of the calibre of Ferran Adrià, Juan Luis Polo, Juan Fernández Aceytuno and Bere Casillas. These forums are a major spotlight for talent, but don’t you think it’s strange that there is valuable talent out there that goes unnoticed or is hidden by the context, environment or capacity? And yet other equally valid ones come to light in a magnificent and almost effortless way?

    An example of this is the case of Alice Springs, the pseudonym of the wife of the famous photographer Helmut Newton, whose talent was hidden in the limelight of her husband. Now there is an exhibition of her work at the Maison Européene de la Photographie, Paris. The reasons why her art went unnoticed for so long are not clear.

    But what does everything I have said have to do with the title of the post? To explain it, I need to retrace the origins of the meaning of talent.

    Talent comes from the Latin talentum and the Greek τάλαντον. In Greece, talanton was a balance and referred to the quantity of precious metal weighed there. Later, talent became the monetary unit of the Hellenic world and the Roman Empire. Although in Roma talent started to take on a new meaning as treasure, it seems that the origin of the evolution in this term towards its current meaning lies with the Parable of the Talents in the Bible. The meaning of talent as intelligence, ability and aptitude derives from the interpretation of this parable.

    The Parable of the Talents tells the story of a man who, just before starting a long journey, called his servants and distributed a different quantity of talents among them. One of the servants received five talents, the second two, and the third one.

    The first started to trade with his and doubled his talents. The second did the same and earned two more, however the third dug a hole and hid his talent in the ground.

    After some time, the man came back and settled the score with his servants. He praised the loyalty and ability of the first two servants. To the third servant, who gave him back the same talent as he received, seeing that he had hidden it in the ground for fear, he scold him for being lazy and a bad servant.

    The most common interpretation of this story is the man knew the skills of his servants well and acted in accordance with them, trusting and investing in those who had more ability. However another reading can be taken from it.

    The distribution of the talents was not equal. The man left less to the servant that he expected less from and gave more to those who he considered more able. Perhaps the servants acted in accordance with the expectations that the man had of them? Perhaps the servant who received less trust and possibilities doubted his own ability? Shouldn’t the man have helped the servant who hid his money for fear to understand that a buried talent couldn’t generate results instead of punishing him?

    Talent in an organization is an uncalculable value. We cannot forget that a company is made up by the people, but… instead of placing so much emphasis (and money) on finding and attracting new professionals, shouldn’t we become talent archaeologists? It is very likely that it is more profitable to invest time and resources in this task.

    The educational system and the labor market often knock the rough edges that make us different off from childhood, trying to mold us into standard students and employees. If the environment where we grow up and/or work is not capable of counteracting this attempt to standardize us, there will be many people who end up burying their talent for fear of breaking away from the mold.

    Ferran Adrià says that in order to innovate and lead the way, we need to build a psychological barrier, because they will dub us as freaks and if we don’t have this barrier, we will end up believing them. As a result, we will bury our talent for fear as the servant in the story did who was branded as disloyal and a bad servant.

    From management, not just from HR, we need to start to design and implement strategies for detecting and retaining internal talent. To do this, we need to accept diversity as something positive. An organization needs the synergy of different skills, competences, intelligences, and abilities in order to innovate, grow and become sustainable.

    If the employee has to come to work each day showered and motivated, it is management’s obligation not to demotivate before motivating. We need to motivate the search for buried talent and retain any talent already found in the organization so that it flourishes, before placing all the emphasis on attracting new talent at any price.

    “There is something more rare, fine and hard to find than talent. It is the talent to recognize the talented.” Elbert Hubbard

    Passionate about HR, Sonia Rodríguez Muriel is HR and media director at Andalusian Agency for Innovation and Development IDEA, and writes a personal blog, which we at Zyncro highly recommend you read.


  • Sandra Bravo Ivorra 9:00 am on June 28, 2012 Permalink | Reply
    Tags: attitude, , talent   

    Talent is an attitude 

    Estimated reading time: 4 minutes

    Let me set you a very simple exercise: go to any store or customer service and see how they attend you, the employees’ willingness to address your needs, the attitude with which they receive you… Do they smile and greet you pleasantly? Are they proactive and do they offer you alternatives if they don’t have exactly what you are looking for? Are they patient and polite? With respectable—and blessed—exceptions, it is quite usual to find apathetic people, who answer you “by obligation”, without any empathy and ooze the message “don’t bother me too much and go away as soon as possible. It’s a vicious circle in which the company doesn’t look after its employees nor set clear guidelines regarding how customers should be received and dealt with. At the same time, employees, who are not recognized for their efforts, lack the slightest feeling of belonging and the only thing they are interested in is getting paid at the end of the month: looking after the client is not their obligation, as they are mere workers and they care little about whether their company’s image is affected by it.

    Talent is not something that is inherited, nor does it depend on one’s resume. Talent is an attitude, both for individuals and companies.

    Those who know how to cultivate and encourage it will make an effort to satisfy the needs of those around them — in-house employees or customers. They will do it with a smile and a pleasant attitude; they will concentrate their energy on everything they do and they will do it as best possible, for their own and other’s satisfaction. We’ve become used to marking—or wanting to mark—the difference using objects, for example, the latest innovation on the market, but we’ve forgotten that what will really make the difference over the long term and in a continuous way, if we look after it, are the issues: personal service, the sensations we transmit from the moment of the purchase or on the day-to-day in work.

    To set you a very simple but illustrative example, if there are ten coffeehouses in my neighborhood and all have a similiar price and quality, which one will I choose? The one that knows what my name is, that knows how I like my coffee, where they greet me when I walk in and look after me with a smile, where they are sincere about the quality of product they offer me… There not only will I buy my latte on my way to work, but go there for breakfast on Sundays, and to pick up some coffee cake when my in-laws decide to drop in unannounced, because they go beyond the mere sale of products; they offer me a pleasant experience and cultivate loyalty. In short, cultivating talent maintains a brand and a business over time, even in adverse situations.

    Sandra Bravo is founding partner of BraveSpinDoctors, a strategic communication and political marketing consultancy.


  • Isabel Vázquez 10:00 am on September 30, 2011 Permalink | Reply
    Tags: , talent,   

    “You can do it: new ideas to help you reach your potential” 

    Estimated reading time: 5 minutes

    As this is the first time collaborating with Zyncro blog, I will introduce myself.  My name is Isabel Vazquez.  I live in Figueres and I have been at Inspirit since 2003 as communications manager, especially on new projects that arise from our technology incubator.  Recently I have also helped Didac Lee prepare his speeches.

    For my first post I would like to share the main conclusions of Joaquin Llorente’s talk which I attended recently.

    Gerona, 21st September 2011. Listening to a talk by Joaquin Llorente does not leave you feeling indifferent.  Today I have had the opportunity of listening to the great communications master at his conference at Tribuna de Girona, called “You can do it: new ideas to help you reach your potential“.  You get the feeling he is speaking from experience, he is a great communicator and statements he makes give you something to think about.  I would like to share the following with you:

    • We may only allow ourselves to be pessimistic during good times, not in times like these.  Only a positive attitude will help us overcome a crisis.
    • Pessimism creates a shadow in our minds.  Let us look after our minds as much as, or even more than our bodies.  At the end of the day, we are our minds.
    • We must understand the concept of “evolution” as part of our lives and of society.  We have always evolved (despite not knowing in which direction).  The difference now is that evolution is a lot faster (but we continue not to know in which direction we are headed).
    • We have a limited time and energy.  Let us not waste it.  Let us not waste time trying to answer questions that will take us nowhere.
    • The common denominator among people that triumph is PASSION.  Knowledge is a still motor.  Attitude is what sets it in motion.
    • The coming generations possess a knowledge base like never before and in addition, a level of freedom and ease to move around the world that was unthinkable some years back.
    • Young people are creating their own paradigm and adult generations do not deserve credibility as we are demonstrating that we have not done things correctly.
    • Marketing is back to front.  We do not consider the marketing using the product as the base.   Let us come up with a product to which the client can say “wow” and create marketing efforts from that point onwards.
    • What is this new paradigm based upon?  Young people tend to want to be rather than to have and in addition, they possess a great deal of humanity.
    • This way of life that the young have, their aspiring to be rather than to have, implies there are opportunities for businesses in areas such as housing (it is no longer an ambition to own housing space), food (ecologic, variety…), textiles (comfort vs fashion)…
    • Let us ask ourselves, why should others believe in me? (clients, our partners, friends…)  We should provide a reason for to think of us rather than of someone else.
    • The ‘sale’ is a miracle because the client commits an act of faith.  It is up to us to demonstrate that we are offering something better than that offered by the competition.
    • Goodwill is something we do not want to lose.  Goodwill should be a part of our products and services, satisfying the needs of our clients.  We should offer clients such a product that it would be missed if they were to stop using it.
    • The ego is is a strong hold hair gel that penetrates the skull resulting in a useless brain.  (Good one 😀 )
    • Following success, there are many punches thrown.
    • A company’s main asset is its people. Get closer to them, ask their opinions, ask them how they would do things.  You will be surprised at how much knowledge and ideas they have!
    • The same with clients.  A businessman/woman must roll their sleeves up at the street level. There should be less marketing research ordered from consultancies and more walking the streets for answers.  The truth is out there.  The best way of gaining knowledge is by speaking to people.
    • ¿Do you need a challenge?  Everything can be improved! Don’t make a Sunday roast, make the best Sunday roast you possibly can!
    • When you want to bounce off some ideas, compress them beforehand.  It is the only way for them to be grasped.
    • Large or small companies?  The size does not matter, it is only important for them to work!
    • A business does not exist if somebody does not take it with them each night to sleep on.  Do things well and make decisions that require effort, always have the project in mind.
    • The triangle of success: An idea, a good deal of instinct and a lot of courage.
    • The triangle for failure: Lots of ideas, a bit of instinct and zero courage.
    • When faced with a problem, find support, inspiration, help and resources in others, but the solution lies within yourself.
    • The greatest workout for the mind is to ask oneself questions and draw out our own answers, leaving behind the restricted answers thought of by others.


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