Be A Net Exporter Of Talent
(Fifth in a series for Managers - to end this year and prepare for next year)
You have every position on your team filled. You’ve learned from the mistakes of previous years. Each employee has SMART goals set for them. You’re committed to making this team work. They all have stellar development plans in place. Now you just need to keep them so you don’t have to go through the organizational and management pain inherent with having to hire someone!
Right? Sort of. Your work as a manager is just beginning.
Know When To Hold ‘Em
Your best people need as much attention as your more challenging employees. And no, you do not have to treat each employee equally. You do have to treat them all fairly, and AS equals. This means some people will be ready for their next assignment in a shorter time than others. For their own good, a few employees may need some organizational maturity to prepare for the next level. Have direct, open conversations with employees so they know why they may not get opportunities immediately. When you both agree on the plan, you’l be pleased with the results.
Know When To Fold ‘Em
This isn’t easy. There are three key areas everyone needs to apply best to their work: skill, will, and resource.
Skill - the knowhow, the technical ability, to do the job.
Will - the desire, the ‘can do’ attitude to get things done.
Resource - the utilization of the right tools and methods.
If one of your employees is missing one of these and just doesn’t appear to fit their current role, help them find one that does fit! This may be a difficult situation - though it will be ultimately liberating for you and your employee. You get to upgrade your team and continue down the road of productivity, and the employee gets to apply their skills where they are best utilized. Your first option should be to look internally. If all else fails, allowing the employee to look externally is the answer.
Know When To Go ‘ALL IN’
These are your best people. Know this: Assume your best people are being courted by others in the organization - and other organizations. Because they are. If you aren’t doing everything in your power to support, develop, and engage these ’stars’ someone else will.
Results
Your goal is not to hold on to your people as long as possible. The goal is to get as much productivity as possible and to improve the team while you have them. Once you get into a rhythm of exporting talent to the rest of the organization, your star as a manager will rise too. Employees will want to work for your department. Other managers will come to you for their next star. This is a great place to be! You will be supporting your team and your organization with the highest service possible.
_________
NEXT: Succession planning!
Stumble it!
Joe Raasch :: Dec.04.2007 :: Employee Engagement, Leadership, Performance Management ::
Joe,
This is very timely, as I am dealing with issues closely related to this, right now.
My vote for best line (a keen competition): “Assume your best people are being courted by others in the organization - and other organizations.” This, combined with your admonition to, with that in mind, work hard to keep these stars rewardingly engaged, is of singular importance, but all too often overlooked.
But the idea I like best of all is in the title. A manager should be proud that his or her people are being poached - the best are probably staying, and in any event the manager’s star is certainly rising at the same time.
If you can develop people who others want to steal from you, you are doing a great job - and you should be training the thieves, as well.
A “net exporter of talent” - there’s a lot there to think about - thanks!
Jim,
I first heard the phrase ‘net exporter of talent’ from the CIO at one of my former companies. He is still working to get his managers to think and act that way.
The best compliment a manager can receive is to be viewed as a developer of people.
Thanks for visiting and continuing the conversation!
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