Steve - excellent insight. We always need reminders in the various broad areas we struggle with to look past the trees to the big picture forming up there.
I am currently working on an extremely delicate issue in this regard. What it boils down to is a promising organization with a potentially bright future that is, unfortunately, heedlessly plowing itself right into the foreground by focusing on its current allies and assets, instead of its future opportunities and needs. This shortsighted focus is causing the organization to literally veer off the road, but it the nature of the relationships make addressing this rather complicated.
This is extending your observation from internal talent development to organizational relationships and alliances, but it is of similar import and impact for this organization.
Thanks for this excellent post!
Steve Roesler
· 1 year ago
Jim,
That sounds like a challenging engagement.
I'm always struck by the fact that when people sit down to achieve what is labeled a "common goal," the human dynamics often have to get sorted out before the task can get done properly.
These can be quite frustrating, eh, Jim? Keep us posted on how this unfolds; it could be a good case study.
Jo
· 1 year ago
My experience of these things is that they are circular. People don't want to entertain new ideas (entertain hope) because they believe their current ideas haven't had a fair audience.
As consultants, our self-efficacy is high. We had 'belongingness' signaled to us massively when we were retained. People within the firm often do not feel the same way.
When we have the energy to dig down and find out why people are holding back (and do something about it), we can often release the generative energy we need to imagine bigger, better, wider, bolder futures. And we need this energy anyway to absorb a new person into the team.
Have a good weekend!
Steve Roesler
· 1 year ago
Hi, Jo,
I had never thought of the "belongingness" message in those ways. Very interesting.
Hope your weekend is a refreshing one...
David Zinger
· 1 year ago
Steve: A strong people approach that puts people into the performance mix rather than something to be managed after the fact. David
Steve Roesler
· 1 year ago
David, that's certainly the idea.
The work comes when it's time to sit down and define what the specifics might be for the future talent. That requires a genuine commitment of time, energy, and in-depth discussion.
Dan McCarthy
· 1 year ago
Steve –
These are great talent review questions, thanks. You’re right; the discussion is usually around our people – not our needs. One way to answer question #3 is by developing a leadership competency profile - and making sure that profile identifies future needs based on business strategy.
All Comments
I am currently working on an extremely delicate issue in this regard. What it boils down to is a promising organization with a potentially bright future that is, unfortunately, heedlessly plowing itself right into the foreground by focusing on its current allies and assets, instead of its future opportunities and needs. This shortsighted focus is causing the organization to literally veer off the road, but it the nature of the relationships make addressing this rather complicated.
This is extending your observation from internal talent development to organizational relationships and alliances, but it is of similar import and impact for this organization.
Thanks for this excellent post!
That sounds like a challenging engagement.
I'm always struck by the fact that when people sit down to achieve what is labeled a "common goal," the human dynamics often have to get sorted out before the task can get done properly.
These can be quite frustrating, eh, Jim? Keep us posted on how this unfolds; it could be a good case study.
As consultants, our self-efficacy is high. We had 'belongingness' signaled to us massively when we were retained. People within the firm often do not feel the same way.
When we have the energy to dig down and find out why people are holding back (and do something about it), we can often release the generative energy we need to imagine bigger, better, wider, bolder futures. And we need this energy anyway to absorb a new person into the team.
Have a good weekend!
I had never thought of the "belongingness" message in those ways. Very interesting.
Hope your weekend is a refreshing one...
A strong people approach that puts people into the performance mix rather than something to be managed after the fact.
David
The work comes when it's time to sit down and define what the specifics might be for the future talent. That requires a genuine commitment of time, energy, and in-depth discussion.
These are great talent review questions, thanks. You’re right; the discussion is usually around our people – not our needs. One way to answer question #3 is by developing a leadership competency profile - and making sure that profile identifies future needs based on business strategy.