Every week, I review blogs that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces about identifying future leaders, why most new managers are clueless about how to succeed, why new executives fail, 360 degree feedback, and fighting the war for talent in manufacturing.
The first three posts all address the problems that many companies have when they promote people to management for the first time. I suggest that you read them at one sitting
From the International HR Forum: The Way to Identify Your Future Leaders
“It is not that easy to identify and groom future leaders. Companies make use of various techniques to spot talent, and often manage their inventory of high potentials – those with the best chance of being a future leader. In this post, we describe some of the best techniques which are used by companies to manage their talent pool of future leaders.”
Wally’s Comment: Here’s a good look at things you can do to spot possible future leaders. They range from a “talent show” to the Performance-Potential matrix. My simple suggestion: let those considering leadership try on the role and see how they do.
From Great Leadership: Most New Managers Are Clueless about what it Takes to be Successful
“Here’s an interesting new study by DDI, reprinted with permission. When it comes to new leader development, it looks like most companies are still using the old “sink or swim” model, and a lot of new leaders are drowning. It makes me realize what a great job we did at my last company preparing new supervisors and managers well before they were promoted, through formal programs, shadowing, mentoring, and assessments.”
Wally’s Comment: Dan McCarthy shares a DDI study that describes how far many companies are from doing a good job of selecting, training, and supporting, new managers.
From Scott Eblin: The Big Reasons New Executives Fail and What to Do About Them
“A recent survey of 320 executives and talent management professionals conducted by the Alexcel Group and the Institute of Executive Development does a great job of explaining what makes executive transitions so difficult and what can be done to ease the path.”
Wally’s Comment: Scott Eblin shares some different research with recommendations on how to fix the problem.
Bonus: It’s not on exactly the same theme, but you should also read Art Petty’s “When Leading is an Unnatural Act” where he addresses how a potential manager can decide if leadership is the right choice.
From Compensation Force: 360 Feedback: Powerful Tool, No Substitute for People Management
“The temptation to let tools, systems and incentives do the heavy lifting for us in terms of people development and management is strong. Too strong… given the long line of leaders way too willing to throw in the towel and drink the latest Kool-Aid some consultant or provider is selling.”
Wally’s Comment: The US is the fad capital of the world. You can usually spot a rising fad because just about everything you hear about it is positive, perhaps even magical. That’s how it’s been for 360 degree appraisals for the last year or so. Now we’re moving to the part of the fad cycle where we find the problems with the tool that, up till now, has been like Mary Poppins, “practically perfect in every way.” Here’s one call for sanity.
From Industry Week: Fighting the War for Talent
“Manufacturers faced with engineering and skilled-labor shortages are taking matters into their own hands.”
Wally’s Comment: I selected this post because it covers a stealth problem in talent development. Actually, there are two problems. There aren’t enough skilled workers and there aren’t enough engineers. Read it and weep. Then think about what you can do.
Carnivals, Lists, and Such
Leadership Development Carnival hosted by Dan McCarthy
The latest edition of the Leadership Development Carnival with more than twenty-five posts relevant to leadership development.
Human Capital Handbook
This is a great resource. It’s in PDF format. Hat tip to Chris Ferdinandi for making me aware of it.
