Bosses: Good, Better, Best

Talent management should be on the “short list” of your top priorities for a simple reason: this is about investing in the future capability of your organization. And staff capabilities (plus good business processes) are ultimately what drive results.

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Talent management should be on the “short list” of your top priorities for a simple reason: this is about investing in the future capability of your organization. And staff capabilities (plus good business processes) are ultimately what drive results.

We’ve touched on certain aspects of the talent management topic before:

http://www.scmr.com/article/is_your_organization_committed_to_talent_management_part_1/

http://www.scmr.com/article/is_your_organization_committed_to_procurement_talent_management_part_2/

Today, I’d like to suggest a simple mantra regarding leading talent management:

1. GOOD bosses make talent management a personal and departmental priority year-in and year-out.
2. BETTER bosses do the above, plus ensure that the talent management budget is protected and is sufficient
3. the BEST bosses do all of the above for their organization, plus realize that they themselves can improve their leadership and management skills, and set aside time during the year to do just that

This last point deserves further comment regarding the “how.” A highly recommended first step is to arrange a baseline 360 degree LPI (Leadership Practices Inventory). The second step is to turn the LPI learnings into a personal action plan. And a productive third step is to repeat the LPI on an annual or bi-annual basis to track progress across key leadership practices and obtain constructive input for improvement.

Some of the best leaders that I have had the pleasure of working with make a personal commitment to this process.

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About the Author

Robert A Rudzki
Robert A. Rudzki is a former Fortune 500 Senior Vice President & Chief Procurement Officer, who is now President of Greybeard Advisors LLC, a leading provider of advisory services for procurement transformation, strategic sourcing, and supply chain management. Bob is also the author of several leading business books including the supply management best-seller "Straight to the Bottom Line®", its highly-endorsed sequel "Next Level Supply Management Excellence," and the leadership book "Beat the Odds: Avoid Corporate Death & Build a Resilient Enterprise." You can reach him through his firm's website: www.GreybeardAdvisors.com

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