Finding The Hidden Talent in Your Organization

Executives tend to have a few key attributes they look for in the next generation of leaders that signal a promise of greater things to come. The executives then become energetic advocates for individuals demonstrating these aspects; they write glowing performance reviews and do what they can to ensure these early stars are in the forefront when promotion decisions are made. Usually, these prized attributes represent a subset of the competencies identified in their organizations’ talent models and constitute a trusted shortcut for busy, experienced executives.

What Do We Mean by Development Mindset?

A key predictor of executives’ success lies beyond their prior performance, their current talents, and their experience. We refer to it as their development mindset. Some executives have less or none of this mindset. They are difficult to develop and might be described as “what you see is what you get.” They may work hard but will not work differently when their role changes or when they are in a different role. In either case, their continued success calls for a change in their approach to leading, but they do not change: they work harder but not smarter.

Embedding Your Talent Strategy

Strategic HR leaders understand the importance of integrating their company’s talent strategy with the business strategy, but many struggle to fully embed the talent strategy within the organization. This is not a criticism—the reality is that to embed the strategy effectively, one must change or shift the operating culture. Let’s look at the difference between integrating talent strategy and embedding talent strategy and what can be done to enhance the impact of a solid talent strategy within an organization.

How to Land a "Stretch" Job

RHR's Jessica Foster is quoted in The Wall Street Journal on the topic of how good leaders can spot unrealized potential and steer employees to new challenges.

People who want to work for a leader who nurtures talent should look for executives who spend time with employees and take an interest in them, asking questions and welcoming honest answers, says Jessica Bigazzi Foster, a senior partner at the management-psychology consulting firm RHR International in Chicago. Motivating many, Ms. Foster says, is a desire to pay it forward. When these leaders tell stories about their own careers, “a consistent theme is that somebody took a chance on them and helped them make a significant leap—without checking all the boxes.”

Read the entire article here.

 

Rebuilding the Leadership Pipeline in Oil and Gas

Unless you’ve been living under a rock, you’re undoubtedly aware of the volatility that the oil and gas (O&G) industry has endured in recent times. As oil prices have tumbled to record levels over the past few years, companies, both large and small, have been forced to make necessary adjustments in budgets and workforces. Some estimates indicate that over 400,000 jobs have been eliminated in the past three years in North America alone.

Global Mobility in Succession Planning Part 2: Structuring Expatriate Assignments for Maximum Impact

Developing global leaders is vitally important to global companies today. Leaders with a truly global mindset will be better equipped to capitalize on global opportunities faster and react quickly to (and perhaps even avoid) challenges that emerge. Unfortunately, it’s extremely difficult to develop a global mindset that truly permeates leaders’ daily decision making and practices.

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