Focal Leadership

Leadership

5 Silver Linings

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Silver Lining

A silver lining is defined as a consoling or hopeful prospect by Meriam-Webster. It is unsurprising that people are looking for silver linings with the COVID-19 pandemic where there are so many stories of heartbreak and tragedy. Lost jobs, deaths, bankruptcies, depression – to name but a few. But the human spirit has a depth of resilience and determination that often only appears at times of crisis. So, what might some of the silver linings be?

Regeneration

Stay-at-home orders, shelter-in-place, and lockdowns are not words/phrases that were expected to be commonplace for the year ahead when 2020 dawned. Working from home has added stresses to some, but there are also many who have been laid off and who now have no job. After a period of grief and maybe anger, people face a new reality. Some people jump straight up and start looking, while others take time to adjust. Of course, the job market is not the healthiest during a pandemic and circumstances test the job seeker like never before.

Being laid off can have a silver lining, although I would not bring this up too soon when speaking to someone who has just lost their job. I was laid off in my early thirties and was absolutely devastated. But tapping into a network, being open minded, focused, and tenacious, led me into a new career. Times like this can be incredibly uplifting as people have to dedicate time to consider and build their brand, learn how to market themselves, and seek out new opportunities.

Reflection

As well as the many who have lost their jobs, there are also many who have been furloughed by their employers. And even those who have kept their jobs, are often faced with new realities and challenging ways of working. Times like these cause a lot of people to reflect. Is this the career I really want anymore? Should I take a risk and do something different? Should I re-balance my life? Should we move to a different part of the country? Should we start a family later than planned? I could go on. Importantly though, reflection and deep consideration of priorities often happens during a crisis.

Reflection is not something that happens too often when everything is running as normal and work/life is at full pace. So, expect many people to make life-altering decisions during this pandemic. This is not a bad thing, as people get more in touch with their values and sense of purpose.

Talent

For many employers, the pandemic has been devastating. Laying off employees, losing revenue, and even closure. Millions of unemployed people and perhaps millions more furloughed from their jobs. The reality of economic, social, family, and personal crisis could not be starker. Yet even in the midst of this, there is a silver lining for talent.

Employers have to make tough decisions to stay in business. This means deciding which of their talented employees are essential to keep them in business and can best help them emerge from the crisis. Sometimes this is a numbers game, but it is also a time to assess the talent bench. Strangely, it is also a time for employers to be aware that some great talent is now in the job market or furloughed and considering other options. Similar to speculating on equities in a bear market, some employers are thinking about attracting others to join them as the economy emerges from the doldrums.

Innovation

Most people have had to innovate in the pandemic fall-out. Whether it is just working out a new daily routine, making masks or learning how to operate Zoom calls. There are of course some who choose to escape or simply bury their heads in the sand. They will be left behind, or they may simply be content in their own corner of the planet. Businesses are having to operate differently, customers shop differently, families communicate differently, and habits are changing rapidly.

Stress and crises are great catalysts for change. A walk back through history teaches us that lesson. Now is the time for entrepreneurs, innovators, and dreamers to step forward like never before. We can adapt, we can demonstrate agility, and we can hasten invention at this time.

Time

The daily commute, business travel, and nowhere to go. All of these have invaded our lives. For many parents, children have also filled their daily lives like never before. The dynamics of how we have used time and how we need to adjust, has meant a recalibration of daily routines. For some, this has meant less time to spend on their own, for some it has meant more time with the family, and for others it has meant way less social interaction. Regardless of which camp people fall into, the use of time has changed.

Maybe the crisis will cause us to value time more. To realize that there are more important things than striving to earn more money, or that we need to invest in relationships more, or simply that we have had a few things out of balance. A silver lining to the pandemic may be that people value time in a new way.

6 leadership essentials in a CV

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leader resumeA CV is often the first introduction to the leadership quality of a man or woman and their reputation, career history, qualifications, and achievements. Sometimes through networking, a conference, or a recruiter introduction, an alternative introduction is provided. When companies are looking to add talent to their ranks, provide a framework for development, or fill succession plans, what are the 6 essential attributes to look for? Note – these may not be captured by an electronic screening tool, a 9-box grid, or an associate tasked with providing a shortlist!

1. Track-record of success
This may not necessarily be equivalent to long duration in corporate roles! Measured successes, tangible results, and notable transformational achievements, are all critical to knowing whether the individual can deliver. A CV that paints a picture of achievement over a 10-year career in the same company, may not be as impressive as one that shows significant achievements in 4 companies over the same time-period. A lot depends on what the company is looking for – most don’t necessarily want a slow burner, but neither do they want a firecracker.

2. Agility
A leader who has been with the same organization for 20-30 years may demonstrate commitment, application, and an ability to assimilate. But this may also demonstrate a degree of comfort, homogeneity, and myopia. The company may value stability and long-term application, but this may not provide differentiation in change, pace, and agility? This last attribute is often argued as one of the most sought after in leaders, and it is frequently learned through experiences that expand, challenge, and discomfort them. These can be found in multiple CV references, either in the same company or in many.

3. Diversity
Companies undoubtedly benefit from diverse leadership – it brings a broad range of perspectives, applications, and experiences. It is also vital that leaders develop diversity within themselves – working in different industries, geographies, and possibly careers. Continual learning is a mark of an exceptional leader, and a CV that demonstrates this will bring the benefits of diversity to the role.

4. Distinctiveness
Any good leader needs to know what he or she is good at. And a CV should demonstrate a theme throughout of how the leader’s qualifications, experience, and ambitions, have brought value to companies and individuals. A leader should be able to articulate very clearly what core skills they excel in, and how these have been developed throughout their career.

5. Gravitas
A leader’s CV should show an outstanding list of qualifications, connections, and accolades. Some of the latter might be contained in references or letters of recommendation, but they should be forthcoming regardless. Credible companies worked for with significant roles and responsibilities held, are baseline requirements for a leader’s CV.

6. A story
Reading a CV should create some intrigue and fascination as well as being statistically impressive. It’s always more beneficial to have interesting leaders with stories to tell, than it is to have a dry personality who has just delivered objectives asked of them. Leaders lead people, and people respond positively to a leader with stories.

Focal Leadership (www.focalleadership.com) has helped clients to appoint, develop, and promote leaders within the context of an overall leadership development architecture which is informed by the 6 elements above.

Talent – do you have any?

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talentTalent – a natural aptitude or skill. Inclusive thinkers say, “everyone has talent”. Organizations often have talent programs, talent pipelines, and talent reviews. So, does everyone have some, but just in different amounts?

My opinion is that everyone has talent. Organizations need talent in certain skill sets, aptitudes, and abilities – but not everyone has these in the same amount as others. People choose different careers because their talents lie in different places. A skilled carpenter is incredibly talented, but they might make a lousy CEO, and vice versa. A ballet dancer has artistic talent, which differs from a football player who might have physical talent. A teacher is talented in enabling kids to learn. A parent is talented in expressing love and security to their children. And so on.

I differ from the standard definition of talent, in that I believe talent can be learned as well as being innate. I don’t think that works in every circumstance. For example, I will never be a good ballet dancer – even with years of practice! I have very little sense of timing, I am not built to dance, and I would just look ridiculous! I will never be a great violinist (I did try at school – it was terrible!) But, I think I could learn to play the violin with intense practice, even to the extent that you might comment on my talent.

I think we measure talent in very narrow bandwidths in the workplace. Talent pipelines tend to be based around leadership. There’s nothing wrong with that, but I have also implemented talent pipelines based around technical capability – something that would cause most organizations to die if they didn’t have it. So, if you’re in an organization that only measures talent by the ability of someone to take the next job up the hierarchy, think hard about creating talent pipelines around other strategic capabilities that make your organization successful.

Organizations sometimes use a 9-box or 4-box grid when conducting talent reviews. Individuals are plotted into a poor, average, or good box, based on a mix of performance and potential. I’ve often thought how harsh and simplistic this is, (although I would still use this tool as a way of guiding a conversation). If someone falls in the “wrong” box, that could strike a death knell to their career. And yet, if someone falls in the “right” box for consideration as a next level leader, their “talent” can be massively simplified in its measurement.

Measuring talent can be done in a more sophisticated and accurate way than a crude 9-box grid. It can be assessed over time using various technical, attitudinal, and leadership measures. It can be informed by the employee’s manager, peers, and clients. Insight can be gained through psychometrics, experiences, results, and interactions. Scorecards and achievements can be built over time. Discretionary effort can be observed. Extra-curricular activities can be considered when looking at broad capability. Projects, committees, and workshop outcomes can provide valuable insight. Application of training, white papers, and volunteering all speak to potential. Feedback and observation also help paint a picture.

Talent assessment is best when it is considered around a balanced scorecard, weighted differently by critical competencies appropriate to the target talent requirement.

3 top reasons why a talent management strategy matters

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othelloThe old adage of “people are our greatest asset” isn’t a bad place to start when considering a talent management strategy. The adage has probably been over-used, but acknowledging the value that people have to an organization’s success is essential, and somewhat obvious. How much care and attention is given to foster this talent, is something that not all organizations do well.

I have been constantly surprised over the past 20 years how many organizations let talent management fall into disrepair, or paper over the cracks with a talent program that doesn’t breathe life into the organization.

The following 3 suggestions are arguably among the top reasons for developing a talent management strategy.

1. If you know the value of your talent, you’re more likely to look after it.

Knowing the value that top talent brings to the bottom line of an organization will stir most leaders to pay attention to it. Conducting a talent review, developing high potential leaders, creating talent pools for succession planning, and rewarding talent for contribution, are all signs that an organization values its talent. Recognizing the value that talented people bring to the diverse roles required to deliver organizational success is the beginning of the journey.

2. Planning for the future will stimulate attention to talent.

It’s fine knowing who the current talented individuals are in an organization, but just protecting the status quo isn’t the smartest strategy. Knowing the direction the organization is taking over the next 2-5 years, and planning talent requirements around that is essential. That of course involves not just the known talent pipeline in the organization, but attracting talent to the organization that matches the strategic direction.

3. Knowing how to motivate talent will help build it.

So often organizations have a brainwave to develop a high potential program, a succession plan or something similar in response to their sense of addressing the talent question. But the best talent management strategy is one that considers how talent is influenced by reward, development, performance, engagement, culture and leadership. All of these elements need to be considered when building a true talent management strategy.

A great analogy might be to consider a football team. Knowing the talent you have in different positions enables you to execute on a strategic plan. Knowing that you have back-up for your current talent means that you can cover for unexpected events. Knowing that you have emerging talent who can grow and learn means that you have an investment for the future. Connecting all of the above into an integrated talent management strategy should mean that talent is retained, motivated and developed to deliver against aspirational goals. I say “should” because there is always the element of the competition … a key variable in achieving goals.