Category: Talent Risk Management

Passion – and Mid-Career Changes

In my role as a coach it is a special privilege to work with people, typically in mid-career, who have been highly successful in establishing and developing their professional standing in the private sector and who now are seeking ways to apply their skills in the development field. People in this situation typically find it […]

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Managing Two Careers At Once

Why do organisations manage their talent in ways that fail to take account of spousal careers? What happens as a result? What additional thinking and practices could assist organisations to manage talent located within a dual career relationship better? What do findings about what is valued in mid-life career counselling have to say to those […]

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Investing In Transitions

Any bar room discussion where the word “transition” recurs is likely to be focused on the UK’s transition period due to kick in as the UK leaves the EU in March 2019. There are other, and we would say, equally complicated and life determining transitions that need to be made. As a former global talent […]

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Leadership: What We Know – Part 2

The world of job analysis was overturned in the 1970s when McClelland began using a competency focus to understand the requirements of a particular role or job. It wasn’t McClelland’s intention to generalise but the publication of a 1982 book by his colleague, Richard Boyatzis, led to an explosion of interest in managerial competency frameworks. […]

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Leadership: What We Know – Part 1

The British General Election campaign in May 2017 was dominated by discussion about the character of the leadership ‘offer’ being made by party leaders May and Corbyn. May’s commitment was to provide “strong and stable leadership”, whilst Corbyn was widely associated with a more collegiate style of leadership. This projection of a promised brand of […]

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What Should Leaders Do To Build Talent Quality & Depth?

Why do some companies always seem to have more than their fair share of talent? Why do these same companies seem to build better talent faster? Recently Marc Effron, President of The Talent Strategy Group and Jim Shanley, President of The Shanley Group wrote up their* answers to these two critical questions. Their combined experience, […]

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Planning Your First Three Months In A New Role

Congratulations on the new role! This posting outlines our criteria for a quality new role transition plan. (We draw from “The First 90 Days” by Michael Watkins: a recommended read). In this book Michael Watkins sets out five fundamental propositions: 1. Transition failures happen when new leaders either misunderstand the essential demands of the situation or […]

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Tools For Talent Assessment

Research indicates that the most reliable approaches to the assessment of people use a variety of methods to learn about competences and potential derailers. When you use a range of complementary methods to assess leadership potential (for example), you are  better placed to come to some working hypotheses about potential, how to target development and […]

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Talent Assessment

The objective of a talent assessment process is to reach a conclusion about each potential member of the talent pool in the following terms. Are they: Ready Now for their next role Will they be Ready Soon for their next role, typically meaning in two/three years Will they be Ready in the Future, typically in around […]

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Flight Risk In Changing Times

During times of significant organisational change the group of staff that employers most fear losing are the highest performing, high potentials that have been earmarked for accelerated succession. (The research evidence supporting this is available and reliable but I will not repeat it here). Organisations that are sensitive to the dangers of arriving at the […]

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Avoiding the “Contribution Deficit”

Succession management has always belonged on the Board’s agenda. Today’s leader shoulders a great responsibility for identifying and raising successors. Yet succession planning can appear, because it shapes the organisation’s mid-term future, to be a little ethereal. Just how wrong that view really is can be underscored by a rapid scan of the four year […]

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The Risks of Not Managing Talent

The unwanted loss of even one leader can be costly, given that 46% of replacements fail within 18 months (according to a study by Leadership IQ) and, among senior ranks, the cost of this failure to the organisation can exceed twenty times salary. Imagine that cost being multiplied by your annual churn rate for managers. […]