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It is well known that creating any company's future success requires the development of a strong organizational culture and effective leadership. And that all organizations need: creativity, strategic thinking skills, a culture of constant change, commitment, passion and loyalty of employees. Today, "having talent" means the same as "having a personal brand", and maybe even more, such as "being someone special".
Nowadays, the word "talent" also means roughly the same as "employee". And "talent management" is nothing more than driving employees in such a way that they have a sense of continuous professional development and self-fulfillment. That they make the best use of their natural talents and preferences at work. The role of leaders in this situation is to recognize, develop and properly use the talents of their subordinates in their daily work.
Times of talent
Talent is nothing more than the potential hidden in people. A state of predisposition, which is often referred to as synonyms: talent, vocation, exceptional abilities. They all describe the natural inclinations that each of us possesses quite well.
It is not uncommon for us to ignore our talents. For it is widely recognized that the easy and pleasant things are not to be valued.
Easy come, easy go
Is one of the common sayings. It is customary to assign value to sacrifices, significant work inputs (after all, we often hear that: "Only hardship justifies existence"). Colloquially, using talents means allowing recklessness, fun and insecurity. After all, you can't build anything on this. This is the same as having a hobby, but it is definitely not the basis for building a safe life or a responsible job. In this sense, talent is contrasted with hardship, effort, struggling with adversities associated with foundation, security and certainty.
Many times in the course of coaching I have met clients who can quite clearly define the area of combining sense, talent and pleasure, but due to their well-established beliefs and many years of habits, they pursue their lives in the model of compulsion, duty and pleasure. The paradox is that many of them, for example, a safe work situation is associated with compulsion, submission, discomfort, necessity, and even sacrifice and stress. They treat negative states and feelings as the necessary cost of stabilization, monthly salary, etc. At the same time, they consider the idea of building their professional activity on talents a pipe dream, because they considered the combination of effort and compulsion to be a necessary element in building security and career. And that's a mistake!
I'm obsessed with talent
Really talented people are:
They are passionate - enthusiasts who show that they act energetically and approach everything with passion.
They miss action - they are action fanatics. There are people who talk about their vision or philosophy of work. Others - about their achievements, actions, obstacles and solutions.
They are curious - they can't help but ask questions. Because there are also those who don't ask questions. The former should be chosen.
They enjoy what they do - they have a gleam in their eyes, they are fanatics of their actions. And they can infect others with it.
They finish what they started - they do the last button, do everything 100%
They love crisis situations - former athletes prove themselves in leadership positions, among other things, because they can act under pressure. These people sometimes don't find themselves in a situation where everything is going smoothly, and when things start to go downhill, they feel like a fish in the water.
Put people first
Just as an individual has to stop thinking of himself as an "employee" and begin as a "talent", a company - if it wants to attract entrepreneurial people - must see itself as an institution attractive to talent. In many companies, you can hear the phrase: "People are our greatest capital." The problem is, it's mostly stuffing. This is not to say that companies ignore the "human factor", of course not. But for me, putting people first means something else.
One of the friends and experienced managers managing a large international company says: "I can't afford weak people now." What does this ultimately mean for his company? The dismissal of those that are not effective and at the same time ensuring that those who really care about the company want to stay and, what's more, provide it with support and help during the crisis. After all, the crisis is a time to ask yourself questions. What are the challenges facing the company? Who can implement them? Are all managers in the right place in the organization and use their potential? What behavior will the company expect from its key employees and what will it do to keep them?
First: don’t harm
If you have an outstanding team in your company that achieves above-average results, you can be sure that the team is managed by an above-average leader.
What characterizes such a leader?
"My role is to help, not to disturb."
The leader of a successful team knows exactly the strengths of each of his subordinates, adjusts the tasks to the individual talents of each employee, delegates responsibility, takes care of the continuous development of the skills of the entire team and discreetly monitors the course of business processes. People work much better if they like what they do and if someone recognizes and appreciates the results they achieve.