Talent Mobility is Non-Linear

Traditionally, the path followed in the workplace has been linear. Mostly, people moved up (or sometimes down). Lateral and diagonal reassignments were relatively rare.

Talent mobility shatters the old, linear paradigm of promotion and instead uses a complex array of movements to position everyone in the right spot at the right time. Sometimes, these movements are upwards. Sometimes, they’re diagonal. Sometimes, they’re horizontal. Yes, they even can occasionally be downwards.

Talent Mobility is for Individuals and Organizations

At the heart of every movement is the individual, because when the individual thrives, the organization thrives. The purpose of every move — including downward ones — is to put each person where they need to be so they can do the best work they’re capable of. Because people change constantly as they gain new knowledge and skills, this calls for a constant flow of people within your organization.

The old model where people stayed in the same position for years or decades has quickly disappeared. Today, employees might be with a company for just one year or less. Talent mobility is adapting to this new workplace, where talent is constantly on the move.

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As demographics, technology and markets continue to interact in ways that make dramatic and rapid change ordinary – the skill any enterprise develops for assimilating talent mobility into its operative business plan will largely determine whether or not long term success is achieved.

Suppleness Forging Stability

With the ability to turn on a dime now a required competency for any business – finding human resources adept at infusing this characteristic into your company’s culture is critically important.

Businesses today must expand the recruitment competencies they are searching for to now focus on traits such as:

• resilience
• industriousness
• enthusiasm
• passion
• discipline
• competence

These are the areas of expertise that must drive staffing criteria so that talent mobility can be organically blended into your general workforce capacities.

This is what the skill set capable of persistently applying informed flexibility looks like.

The Only Reliable Constant

Change management is the bottom line proficiency supporting effective strategic planning amidst hard to predict emerging markets. It’s what will enable your enterprise to:

• See past the surface tumult
• decipher root causes from complex problems
• determine viable options that enable practical action toward achievable goals

Talent mobility underlies such an organizational capacity, and is what a work force ready to respond to the complex market dynamics now emerging looks like today. It is the lone source of stability you can actually rely upon.

La entrada How Is Your Organization Developing Leadership Versatility? se publicó primero en David D. Greene.

The concept of talent agility is particularly important in leadership roles as continuity of business is imperative to an organization’s success. Acquiring, developing and maintaining leaders who can move and lead across and up an organization’s services lines, product divisions or locations can help drive employee engagement and retention and prevent “brain drain” during volatile times that may cause leadership flight from the organization.

Structured or formal applications of talent agility may appear as career mapping, succession planning, high potential programs, formal talent and performance management systems, or other workforce planning initiatives. The key factor or outcome of building leadership bench strength is to be able to to respond quickly and efficiently to critical leadership workforce needs and for your leaders to be prepared and to move within the organization.

A by-product of talent agility is higher leadership engagement. By creating opportunities for your leadership team to acquire skills and competencies and to develop broad business acumen, your leaders may transfer this engagement to their own teams. If your organization is expanding, seeking growth and demanding leadership continuity, creating an agile leadership team that is capable of moving laterally and horizontally within your organization may help you achieve your goal.

La entrada Talent Mobility or Agility? What is Your Strategy for Developing Leaders? se publicó primero en David D. Greene.

What Is Talent Mobility?

Talent Mobility is a widely used phrase that means different things to different companies. However, in basic terms it is a company’s capabilities to leverage top talent within the business rapidly to provide the greatest benefit to the company’s bottom line. Once in place, executives have the ability to move various employees between different job positions, projects, teams, locations, and even careers. It allows companies to build upon each employee’s strengths, and utilize these attributes in a way that will best meet the current demands of the company. This not only means vertical internal movements, but horizontal and diagonal internal movement as well.

With the today’s fast-paced market and rapidly changing consumer demands, companies must be able to make rapid changes. Talent Mobility gives them this ability without the need to spend time and money recruiting new talent. However, the only way for Talent Mobility to be effective is for companies to develop a comprehensive talent mobility strategy. Effective leadership training can help business executive learn how to identify, train, and leverage their company’s top talent.

La entrada What Does Talent Mobility Look Like? se publicó primero en David D. Greene.

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These instances seem to be omnipresent don’t they? Perhaps they stand out to us because adversity is an accepted fact of life for most and relating and understanding is like case method, by studying how someone you admire managed obstacles provides valuable lessons for you. Clarity in these moments is your greatest advantage.

Think of these situations as moments designed to increase self-awareness, instill confidence and build character because these are the gifts they leave behind, potentially. Like the discipline involved with communicating effectively, perseverance is also a skill. Your ability to understand and effectively deal with what stands between you and attaining your goal is akin to a rite of passage marking your progress from one stage to another – one that is made easier by a 6-step process I developed for coaching called CLUTCH.

Clearly identify the obstacles in the situations.
Look beyond the frenzy, which is typical in these situations, and challenge convention as both usually are masking a greater opportunity.
Unravel and the factors problem in order to isolate and focus on root cause.
Tease out your options in the situation for solving the issue and prioritize “the opportunity.” (The is usually at least one.)
Consult your team and supporters, agree on the course of action and execute.
Hone your ability to apply structured, disciplined thinking when faced with obstacles to be able to persist and persevere in difficult situations in all areas of work and life.

A few other important tips to consider during what can be high stress moments for many.

Practice detachment. Remind yourself it’s not personal so do not allow yourself to behave as though it is. How you think and speak about the factors of the situation will largely inform how you and others view and respond to them. Language is very important in these moments because words can be triggers.

While the moment may force you outside your comfort zone, this discomfort results in a stretching or development that is essential for progressive and sustained success.

Focus at these moments often increases effectiveness. Yes it may test your metal, but summon your inner victor and your network (consult others). Someone will have insight into your situation because of a similar experience.

Remember GUP (grace under pressure) and GUF (grace under fire) are cousins of steely resolve; so lean in.

La entrada The Road of Perseverance – Being CLUTCH se publicó primero en David D. Greene.

Think of it like this. In each of your encounters with another person you leave an impression. The experience is comprised of elements that are readily detectable and some that are not – visual cues, word choices in language and temperament or attitude. Imagine for a moment that it is akin to experiencing your personality much like it is an organization’s culture. Again, what does your personal and leadership brand say about you?

In Our Brand You Workshop, David Greene shows how branded leadership delivers unique value for firms’ investors, customers, and employees—elevating market value and creating a sharp competitive edge.

He presents a six-step process for creating leadership brand in your organization. A wealth of tools helps you differentiate your leadership proclivities and strengths and how to craft a unique identity and articulate a unique statement of your brand.

Learn more about our compelling model and hands-on approach, which will help you, clarify what makes your leadership unique and valuable and how to make it a value-creating asset.

La entrada The Mark (MARC) of a Leader: Whether Deliberate or Incidental You Have A Unique Leadership Imprint se publicó primero en David D. Greene.