Attracting and developing talent is something that all leaders should prioritize. However, this becomes difficult with the many competing priorities that we need to act on daily.
I just wrapped up writing a new course for this topic; I love it when I get time to write and read about leadership because it reminds me how important being a good leader is. It is my ongoing commitment to myself that continues to develop my leadership skills. Reading a blog or book, watching Ted talks and writing courses provides inspiration and knowledge that helps me build my team.
To develop others is one of the highest responsibilities of any leader, having identified bench strength and succession planning is critical to any organizations success. However, this is easier said than done. We know it but doing it is another thing. WHY? Developing others is not as complicated as you think. Daily coaching and providing feedback formally and informally does not take lots of time, but it does require effort.
To attract top talent your internal processes of developing others better be one of your strategic pillars because if it's not, I can guarantee you will forget about it.
In the latest course on retailu.ca called "Attracting and Developing Talent," we take you through five four-minute video and audio lessons that when implemented will turn your organization into a place where talented people want to work and stay. We will develop leaders to develop others.
It also gives leaders the skills, processes and tips on how to create an ongoing culture of development.
Developing talent takes the emphasis off you and puts it onto your team. Developing talent is not always comfortable it takes rigour and honest conversations. Being open to learning and growing starts with each one of us.
In the book I was reading today it states that you must know the difference between career planning and succession planning. There is a difference, and here it is.
Organizations are responsible for succession planning while career planning is the responsibility of the individual. WOW!
Love it; this was an AHA moment for me today.
Think about this perspective for a moment...
To build a successful organization, it's critical to have a succession plan and to achieve this leaders must identify essential objectives for today and the future then match those objectives to critical competencies and skills needed to meet them. Once this is complete the next step is to identify bench or talent that can be developed and if you do not have it hire for it.
Career planning may fit for someone within that, and it's vital that the organization share those needs with people openly so that individuals can take the necessary steps to develop themselves for the future. Take that course, learn the required skills and be open to coaching to get them there.
Top talent wants to grow and learn. ( Remember this and keep it top of mind)
When I think about my own career, I took necessary steps to develop my public speaking skills as an introvert with a lisp as a child this was a huge challenge to overcome; I remember the first time I spoke on stage in front of 300 people I was mortified. However to progress it was a must skill.
So when you think about the company that you work for, are you placing your career in their hands? Are your expectations realistic? Do you blame others when you don't get that promotion that you wanted? Or are you actively aware of your company's needs today and the future so that you can plan your career personally and build the critical skills required to support the company meet their business objectives for now and the future?
Remember the difference between career planning and succession planning and who owns what... This was a good moment for me today to be reminded of what we hold ourselves, and what our job is as a leader.
Want to learn more about this check out the course and worksheet. It has activities and assessments to assist you to lead this with your team and beyond. We will ask you to identify talent by asking specific questions that you may have never considered.