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Have you ever walked away from a conversation or staff meeting in your organization feeling somewhat uncomfortable, perhaps marginalized?  You couldn’t put your finger on it.  In fact, no one said anything offensive to you or criticized you in any way.  But, somehow, you feel unmistakably devalued. There seemed to be a “message in there” somewhere.

No doubt many of us have experienced this feeling at some point and found ourselves wondering if we were simply paranoid or seriously lacking competence in some indiscernible way.   Certainly, if you were to mention that you felt uncomfortable because of the way the boss “looked” at you during the meeting, you very well may be subject to hallway ridicule.

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Participants of Action Learning sessions quickly learn the power of questions. They discover that, by incorporating more views into their problem solving, they are able to achieve far more powerful solutions than they ever imagined. By seeking out the views of others, they easily engage all participants into the conversation.   Even more powerful than the problem solving that emerges from the Action Learning session, the long-term positive effects spread to many facets of the participants' lives.  Team spirit within the organization deepens. These discoveries become a part of a new culture that emerges in the organization. On a day-to-day basis, the way people interact: whether it is water cooler talk, hallway conversations, or email; whether committee meetings, or major boardroom consultations, these new communication and comprehension skills are quickly and effectively empowering all.

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Are technical leaders substantively different than traditional leaders in service organizations? Are the required skills for technical leaders a completely different subset? Or are they simply applied differently? In this research effort, technical leaders were asked to identify the traits and behaviors of the best technical leaders they had experienced. No surprise that the skill set includes the same leadership behaviors exercised over time in complex organizations. Perhaps the difference is in the training design required to relate these skills more effectively to the context of a technical environment, and to demonstrate the synergies with technical prowess.

Developing a sound overall strategy is essential to provide direction and focus for the organization.  Ideally, human capital managers should be involved in the strategic decisions of the organization – especially if it is a service enterprise.  Developing a strategic plan involves creating a roadmap for change and growth.  In planning a corresponding learning and knowledge strategy, the same basic guidelines apply.  The organization has current processes that enable it to function as it is today.  Tomorrow’s operations will require new skills and processes.  This gap must be filled with new learning programs. 

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Individuals and organizations are focused on maximizing talent. Individuals, because it is talent that will ensure success; organizations because it is talent that will ensure success!

Talent Coaching is a strategy many individuals and organizations are turning to as they seek to maximize talent and move up the Talent Power Curve. Maximizing talent means maximizing strengths and Talent Coaching assists individuals, teams and organizations in dong just that.

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Implementation Planning---Roadmap for Growth

Successfully executing and sustaining a reorganization requires an implementation plan that thoroughly analyses and outlines all strategy implementation components and required actions within each component, in other words, an implementation roadmap. This roadmap must address leadership, structural, functional/operational, cultural, communication, physical, developmental, political and other components/change. It is the implementation tool for achieving and sustaining success in a timely but deliberate and comprehensive fashion that meets near-term and serves long-term mission-critical needs.

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Implementation Strategies

Organizations that are serious about producing targeted reorganization outcomes assess their internal capacity and determine what implementation strategies and tasks can be accomplished internally and where external assistance is required. This assessment obviously varies according to organization. However, there are consistent categories within which organizations seek external assistance to partner with internal resources or to address the lack of internal resources or capacity.

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Becoming an Employer of Choice (EOC) is a key strategy to attracting and retaining the best employees. An EOC program must be a conscious organization-wide strategy designed to position the organization as a “great place to work.” The advantages to becoming an EOC include:

• Ability to attract and retain quality talent
• Enhanced reputation in the marketplace
• Ability to impress customers, members, and clients
• Increased employee morale

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Are You Winning the War for Talent or Simply the Battle for Bodies?

• What does it takes to recruit and retain top talent in today’s fiercely competitive marketplace?
• Is your organization recruiting for the short term vs. winning the long term war for talent at all levels
• Are you using Workforce Analytics to the fullest? – knowing and managing your key employees as well as you manage your key customers?
• Are you focusing on Strategic Differentiation - Line of Business, Profession, Performance and Generation?
• What are your organization's strategies and tactics for retaining “employees of choice”?

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