People Management

Talent is an essential component in our way of life; the underlying variable within humanity that sustains civilizations and society with invention and discovery, that fuels business and investment with innovation and growth, and teases out excellence from individuals who lead, entertain, and inspire.

The modern challenge is how we draw talent from within others and ourselves; moreover, how we manage the talent that we find in our organization.

There are several elements that the Talent Management System (TMS) uses to dramatically accelerate performance from Talent. The first is attracting talent, a common-sense approach that can be outlined as follows:

  • Treat talent as customers
  • Implement a Talent Management System
  • Offer future reward and recognition
  • Flexible work environment and positive culture
  • Proper training & research facilities
  • Practice visionary management and leadership
  • Conduct performance reviews and successful planning

The next element keeping talent, which is facilitated by creating and maintaining a daily work environment where your talent enjoys their work and reaps financial rewards for successful outcomes. Then you must manage your talent. Create opportunities and provide freedom to talent so they can stretch for their dreams. It can make a big difference for the company and society at large.

XYZ Analysis is a very effective tool for managing the workforce, because it segments workers into most effective categories, based on their talent, intellectual, knowledge and skill values. Identify talent by recognizing and seeking out visible and hidden talent through testing and performance. That means you must be thoroughly engaged with your workforce.

Finally, there are the “7 Secrets of Talent” in the field of executive development and leadership.  I found these “secrets” as essential keys for a universal approach for management:

1. Search for your Vision

Work from a vision. Companies and organizations hold up visions to help drive employees toward a common goal. Look back to every great talent and you’ll find a vision that has helped drive them toward their envisioned goal; their dream of success.

2. Evaluate Your Strengths and Weaknesses

Soar on your strengths and embrace your weaknesses. Over time, you can work to transform weaknesses into strengths. Strengths are actually places where we feel the most comfort. Therefore, the goal is to identify performance areas where we are outside our comfort zone. Building outside the comfort zone means destroying barriers to entry where we may actually increase our base strengths.

3. Cultivate Discipline and Determination

Discipline and determination turn dreams into realities. Discipline focuses our work effort; determination forces us to keep at the work at every turn. I find that many entrepreneurs have phenomenal ideas and so much passion, but they fail because they haven’t found the discipline to work at it. Some may conjure up ten ideas, but they end up working on too many different things.

4. Render Ideas and Actions Inseparable

Don’t just think of ideas. Put your ideas into action. You might have the best idea, but if you don’t act on it, it becomes just another idea. If you need an image in your mind, which would you rather be, Auguste Rodin’s sculpture of “The Thinker” or Antoine Boudelle’s “Hercules the Archer”? List the barriers that prevent you from acting on your idea, act on them one at a time until you launch the idea.

5. Embrace Positivity

People often make decisions based on emotion, combined with perspective. Positivity is contagious. I always think that if I had an opportunity to spend two hours with anybody, I would spend them with positive-thinking and feeling people. Wouldn’t you?

6. Take a Never-Give-Up Attitude

If I believe I can do something and decide to do it, I won’t give up. Even if I don’t achieve it for fifty years, I won’t give up. This passion is in your heart.

7. Cultivate your “Next X” Mentality

A computer program looks at a series of numbers or processes, or as one executive said to me “Xs.” Complete one “X” and quickly look to the next one. The “Next X” mentality that moves us constantly toward each step that leads to our vision, our dream, our ultimate goal.

Taken all together, these “secrets” offer a good guideline for those of us who are still grappling with our day-to-day insecurity about our talent. But if you engage this work seriously, if you are honest with yourself, your talent will emerge and bloom.

People Management – Collaboration with Thought Leaders

Anderson Graduate School of Management, UCLA, USA

  • Barbara S. Lawrence
    Associate Professor of Management
    Next Generation Business Handbook

Babson College, MA, USA

  • Allan R. Cohen
    Edward A Madden Distinguished Professor of Global Leadership
    Organization 21C

Case Western Reserve University, Cleveland, USA

  • Richard E. Boyatzis
    Professor and Chair of the Department of Organizational Behavior
    Organization 21C
  • Scott N. Taylor
    Ph.D. Student in Organizational Behavior
    Organization 21C

Cranfield School of Management, UK

  • Veronica Hope Hailey
    Senior Lecturer in Strategic Human Resources Management
    Next Generation Business Handbook

Columbia University, USA

  • Harvey A. Hornstein
    Professor of Social and Organizational Psychology
    Next Generation Business Handbook

Dolan School of Business, Fairfield University, Connecticut

  • Donald E. Gibson
    Associate Professor of Management
    Next Generation Business Handbook

Fisher College of Business, Ohio State University, USA

  • Jill E. Ellingson
    Assistant Professor of Management and Human Resources
    Next Generation Business Handbook

Graduate School of Business, Stanford University, USA

  • David L. Bradford
    Senior Lecturer in Organizational Behavior
    Organization 21C

IESE Business School, University of Navarra, Barcelona

  • Carlos J. Sanchez-Runde
    Professor of Human Resources Management
    Next Generation Business Handbook

IMD, Lausanne, Switzerland

  • Philip M. Rosenzweig
    Professor of Strategy and International Management
    Next Generation Business Handbook

London Business School, UK

  • Jay A. Conger
    Professor of Organizational Behavior
    Organization 21C
  • Lynda Gratton
    Associate Professor of Organizational Behavior
    Next Generation Business Handbook
  • Nigel Nicholson
    Professor of Organizational Behavior
    Organization 21C

Richard Ivey School of Business, University of Western Ontario, Canada

  • Victoria Aldworth
    Student, Business Administration
    Next Generation Business Handbook
  • Gerard H. Seijts
    Assistant Professor of Organizational Behavior and Human Resources Management
    Next Generation Business Handbook

University of South California, USA

  • David Finegold
    Associate Research professor at the Center for Effective Organizations
    Organization 21C
  • Edward E. Lawler III
    Professor of Business
    Organization 21C