DDI asked me to contribute to their Top 10 Talent Resolutions for 2010.
They are counting them down on their Talent Management Intelligence blog and will publish all of them in an upcoming client newsletter in January.
Mine was just published today. I'm looking forward to reading the rest!
From Talent Management Intelligence:
Have you made your resolutions yet? To wrap up 2009, DDI asked 10 thought leaders in management, human resources and training and development what talent resolution they think organizations should make.
Throughout the month of December and through January 4, DDI will count down 10 nuggets of wisdom from:
#10 - Barry Stern, Vice President Consulting Services and Delivery at DDI—“Live in the crisis mindset”
#9 - Ellen McGirt, Senior Writer for Fast Company magazine—“Be the love.”
#8 - Dan McCarthy, Blogger and Leadership Development Manager—“Repair the reputation of leadership” :
#7 - Peter Cappelli, George W. Taylor Professor of Management at The Wharton School— “Pull your head out of the sand”
#6 - John Hollon, Editor of Workforce magazine—“Walk the talk “
#5 - Matt Paese, Vice President, Executive Solutions at DDI—“Vaccinate: for growth”
#4 - Alexandra Levit, author and Wall Street Journal columnist—“Manage your millenials”
#3 - Heather Daigle, blogger and human capital specialist—“Ask more, tell less”
#2 - Mike Hoban, Senior Consultant, DDI—“Quit sacrificing talent”
#1 - Josh Bersin, CEO and President, Bersin & Associates—“Expand succession management to talent mobility”
Thursday, December 10, 2009
Top 10 Talent Resolutions for 2010
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4 comments:
Dan,
I'm with you on the resolutions, but I'm not sure I completely agree with your analysis of what the "Pulse of the Workforce" report findings mean. I'm just not sure that people don't want to be leaders b/c the reputation of leadership is tarnished.
From the report it seems pretty obvious that a decent percentage of those that don't want to be leaders are simply content with where they are. And maybe others don't want the work that comes with leadership, or simply don't think that they would do well in a leadership position (and some are probably correct).
What percentage of people should want a leadership position? How would we know that these are the people who should want leadership positions?
Mostly I see a problem with making all the high prestige/higher pay positions leadership positions (which seems to be what most companies do), because that leads people who want high pay or prestige to need to take leadership positions, even if they aren't good at leading. Don't get me wrong - leaders are incredibly important, but we shouldn't expect everyone to be one.
Aaron -
I'm not saying everyone should want to be a leader. However, the people responsible for leadership development (like myself and many readers of this blog) would like our best and brightest to be open to considering a leadership role. We're competing for scarce talent, and we don't want a lousy image of the role to scare them off.
Dan,
The following should be read in a sarcastic voice: Sure, make a completely cogent and convincingreply (end sarcasm).
Maybe to extend what you've said, it seems to me that leadership positions in companies tend to be set up to draw in the most ambitious and cut-throat, when, like you say, we want the best and brightest. And when I read best I assume that a large part of that is morals and ethicalness. But I don't know how you go about setting up incentives that draw in ethical people and keep away those who are only in it for the money and power.
Aaron -
LOL!
Agree, we want people to have a desire to be leaders for the right reasons - not just for money and power.
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