How to build talent for the future by Paula Leach

I believe that all leaders can simplify the often complex role that they have.  Firstly, by focusing on the key point of leadership which is to coordinate resources and people to support the moment of something from A to B.  And secondly, by distilling their job into two main aspects:

• Creating clarity
• Getting out of the way and creating space for others.

WHAT DOES CREATING CLARITY ACTUALLY MEAN?

Part of a leader’s responsibility to ‘Get out of the way’ is to nurture and develop talent in the team or organisation.  This is critical not only in support of a thriving and energising workplace where people can see progression and potential to grow, but it is a critical aspect of risk management as well for leaders to ensure there is continuity such that performance and delivery can be sustained over time.

At times, developing talent can seem like it is bound up in formal processes and at other times it can seem very subjective and personal.  To simplify this for any leader, developing talent involves both these aspects and the magic of an effective approach is the blending and cross referencing of both.

WHAT DOES THE ORGANISATION NEED?

This is one end of the talent spectrum.  The starting point here is not about people, it is about the work that needs to get done.  Gaining clarity here requires objectivity and a focus on the specific work that the organisation will have in the future and what at the experiences, qualifications, skills and behaviours that are required for this work.  The work can be categorised into roles, however the risk is that once categorised into roles, we describe the person who is in that role today, rather than the work that will be required tomorrow.  Keep a future focus and base the descriptions of what is required based on that work.  This provides a reference point at one end of the spectrum.

This is the other end of the talent spectrum.  Based on the people that you have within the organisation today, what are they seeking in terms of career growth?  Honest conversations based on listening and discovery are important here and this end of the spectrum is all about individual people.  By listening to individuals (all individuals, not just those that current leaders may define as ‘potential’) a reference point at this end of the spectrum can be built which enables an understanding of who is in the organisation today and what are their capabilities and dreams.

One objective and about future work and the other fully immersed in the feelings and dreams of individuals. Building this picture at either end of the spectrum enables a leader to determine whether the organisation does have sufficient talent internally to meet the future needs of the organisation’s work.  Similarly, individuals having an understanding of the future work of the organisation may be able to define and refine their dreams and ambitions more clearly and with reference to something that they may not be able to see today.  This may also work back through to supporting a more ambitious and adventurous definition of the future work with future leaders engaging with and informing broader thinking.

With enquiry at both ends of the spectrum, a leader can determine who in the organisation requires what investment to help them to bridge the gap and prepare them for the future work.  It also enables a leader to identify gaps.  Finally, a very people-centric listening and discovery process ensures that any leader, consciously or unconsciously, does not miss out on future diverse talent simply because the parameters for growth were too restrictive from the start.