Incline Insights, LLC ... Tailored. Focused. Solutions.
Leaders do not always leverage the strengths of their team, which puts them at risk of losing some of their top talent. Now, keep in mind that your “top-talent” resides in all levels of your organization. So, why is that so important? Well, if you happen to understand the concept and the appropriate application of a distinctive core competence you will appreciate the significance of realizing that your top-talent does not exclusively reside in those at the top of your organization. By the way, if you are interested in understanding how to actually complete a distinctive core competence assessment of your business unit’s most significant value stream, or in your business unit’s functions, contact us at Incline Insights, LLC. We possess deep experience in helping multiple business unit value streams and business unit functions complete a distinctive core competence analysis. There are very few consulting firms that know how to help their clients complete such an analysis and then identify what to do with it once it’s done – we do.
I’ve read several articles from strategy consulting firms and from the Harvard Business Review about employee retention. They all come to the same basic conclusions and virtually never does unintended employee turnover have anything to do with compensation. So, what are the three most significant reasons that people quit their jobs? (1) Bored - they were not being challenged in their current role; (2) Underutilized - their strengths were not being leveraged; (3) Ignored - their employer was not interested in their future.
Here is a practical, yet very effective, suggestion for how to take decisive action on reason #3 – my manager does not care about my future. All this approach requires from you is some of your time and your direct report’s time – which I am aware is very important to you.
During your next team meeting ask your direct reports to pull out their planners. Tell them you want to schedule a 1-hour discussion with each of them. The focus of your discussion with them will be on their development. In preparation for your discussion each of them is to develop responses to the following two questions: (1) What role / position do you seek over the next 1 – 2-years? (2) Why is securing this role / position so important to you? Confirm that their responses are to be thorough yet succinct. Instruct them to email their responses to items 1 and 2 to you in a one-page M/S Word Document one-day prior to their meeting with you.
During your development discussion with each of your direct reports consider doing the following:
· Step 1 – Role Identification: Ask them to explain the type of role / position they are interested in securing over the next 1 – 2-years. Some of your direct reports will indicate they want to stay in their current role – that’s fine. To complete the rest of the steps listed below it doesn’t matter. No one in management is ever guaranteed a role in the future – especially, with the rapid development and implementation of various forms of automation, artificial intelligence, machine learning and deep learning.
· Step 2 – Importance: For whatever role they indicate they seek ask them why securing this role / position is so important to them. Listen to what they tell you and then pause for a moment to think about the “why” they just explained to you. If you need to ask them any questions about what they explain to you, make sure they are only clarification questions. Do not provide your input. Then, once you are clear on their “why,” ask them to explain why that is so important to them. You will gain an insight from their responses as to whether or not they have thought about why they really want to stay in their current role or why they desire to advance to a new role.
· Step 3 – The Best: Ask them how they could find out who might be the best at performing that role / position – to include people both internal and external to the company. Do not answer this question for them – don’t let them off the hook. If they are not sure how to find out who the best might be, then tell them you want to schedule another meeting with them in about 1 or 2-days. Over that time frame they are to figure out how to do it. Then, meet with them so they can explain how they will identify some of the best.
· Step 4 – Schedule a Meeting – Go See Them: Once they determined how they will identify some people that are the best at performing the role they are interested in securing, then ask them to contact and request a meeting with some of them. Suggest that when they connect with them they should explain what they’ve been asked to do and why they were asked to do it. Suggest to your direct report that it is important they make the objectives of their meeting with them very clear ahead of time. The primary objectives are for them to develop a clear understanding of the following:
: (1) What that person actually does in their role (daily, weekly, monthly, quarterly, etc.); (2) The talents, skills, and knowledge they believe are necessary to be successful in this role; (3) Their suggestions on what you should do to prepare yourself for a role similar to theirs. You should suggest to your direct reports that they might consider meeting with more than one person to secure alternative perspectives.
· Step 5 – Reflect – Identify – Complete: A key intent of their meeting/s is to have them reflect on what they learned and then to identify: (1) If they are still interested in such a role; (2) If they are still interested in this type of role, why, why not? If they are still interested they are to develop a: (3) Listing of the primary talents, skills, and knowledge necessary to be successful in this role; (4) Self-assessment on all three talents, skills, and knowledge to identify their 3 – 5 most significant strengths and their 3 most significant developmental needs; (5) Plan to close the gaps; Once these are completed they are to schedule a meeting with you to allow them to present items 1 – 5 and to explain their recommended next steps and the associated benefits of completing them.
This exercise, is a component of a Results-Based Leadership / Talent Development approach, which cultivates an environment where your direct reports assume more of an active role in their development. Once again, as stated above, the degree of effort your direct report puts into this process will provide you with an insight as to how interested they are in improving in their current role, or moving on to their next role. If you are interested in learning more about Results-Based Talent Development, contact Incline Insights, LLC.
Incline Insights, LLC ... Tailored. Focused. Solutions.
Commentaires