How to Grow an Organization
I thought you would enjoy this leadership lesson from John Maxwell. Note: While the article Maxwell refers to is about business, the principles apply to conservative organizations and think tanks, as well:
Talent-conscious companies always look to develop a pool of capable employees to replace retiring or transitioning workers.
"Succession not Replacement"
Companies with an eye for talent look beyond filling the gap created by a departure. They view each opening as an opportunity to find an even better worker to step into the role.
"Reputation as a Talent Magnet"
"Talent can recognize other talent." Peak performers are attracted to an atmosphere in which they can sharpen their skills by interacting with talented peers.
Gandz also warns against pitfalls that can clog the talent pipeline:
Resist the temptation to trim training and development budgets.
When the financial squeeze is in effect, don't drain your training allowances. As Gandz writes, "Training and development is usually the first casualty of budget cuts," and its absence robs a company of vital human potential.
Dodge the deep freeze.
When a company's coffers grow cold, the temptation can be to suspend all hiring until a more lucrative season. While limiting new hires can be wise, inflexibility can cause an organization to miss out on prospective all-stars.
Prune low potential personnel.
Why waste valuable training and resources on dead-end individuals? Tactfully terminate employees with limited capacity and no signs of growth.
For the complete text of Talent Development: the Architecture of a Talent Pipeline That Works, visit the Ivey Business Journal online by clicking here.
"This article is used by permission from Dr. John C. Maxwell's free monthly e-newsletter 'Leadership Wired' available at www.MaximumImpact.com."
In his article, Talent Development: the Architecture of a Talent Pipeline That Works (PDF), Jeffery Gandz looks at ways businesses can avoid brain drain and appeal to the best and brightest potential employees."Zero-Talent Outages"
According to Gandz, businesses with a steady flow of talent into their ranks practice the following principles:
Talent-conscious companies always look to develop a pool of capable employees to replace retiring or transitioning workers.
"Succession not Replacement"
Companies with an eye for talent look beyond filling the gap created by a departure. They view each opening as an opportunity to find an even better worker to step into the role.
"Reputation as a Talent Magnet"
"Talent can recognize other talent." Peak performers are attracted to an atmosphere in which they can sharpen their skills by interacting with talented peers.
Gandz also warns against pitfalls that can clog the talent pipeline:
Resist the temptation to trim training and development budgets.
When the financial squeeze is in effect, don't drain your training allowances. As Gandz writes, "Training and development is usually the first casualty of budget cuts," and its absence robs a company of vital human potential.
Dodge the deep freeze.
When a company's coffers grow cold, the temptation can be to suspend all hiring until a more lucrative season. While limiting new hires can be wise, inflexibility can cause an organization to miss out on prospective all-stars.
Prune low potential personnel.
Why waste valuable training and resources on dead-end individuals? Tactfully terminate employees with limited capacity and no signs of growth.
For the complete text of Talent Development: the Architecture of a Talent Pipeline That Works, visit the Ivey Business Journal online by clicking here.
"This article is used by permission from Dr. John C. Maxwell's free monthly e-newsletter 'Leadership Wired' available at www.MaximumImpact.com."
posted by Matt Lewis at 6:15 AM
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