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.
We’ve touched on certain aspects of the talent management topic before:
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 AuthorPatrick Burnson, Executive Editor Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review magazines and web sites. Patrick is a widely-published writer and editor who has spent most of his career covering international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. You can reach him directly at [email protected]
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