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Great ideas!Talent Masters:Why Smart Leaders Put PeopleBefore Numbersby Bill Conaty and Ram CharanThe Executive ForumApril...
me?   What’s in it forWhy should I believe you?   Why should I care?
Conaty and Charan are quintessential      heavy hitters
Conaty and Charan        are quintessential             heavy hitters“Talent is the name of the gameand Bill Conaty and Ra...
I love the book’s subtitle
I love the book’s subtitle ... or as they also put it,   even more succinctly:       No Talent, No          Numbers
Talent Masters is notwithout its downsides
First off, it reads like the business book equivalent of a                  Hollywood blockbuster
So, if you don’t admire GE ...                          ... and you don’t love Jack Welch
It’s also not a book that easily translates for              smaller companies
Still, these are two very smartguys, with impressive credentials
Bill Conaty spent more than 40 years with GE, ending up as              the company’s Senior VP for HR
Bill Conaty spent more than 40 years with GE, ending up as              the company’s Senior VP for HR                   H...
Ram Charan has published nearly 20business books on a wide variety of topics and consulted all over the           Fortune ...
He is perhaps best known as the co-  author of Execution, with LarryBossidy, former CEO of Allied Signal           and Hon...
Given what this book isand isn’t, let’s focus on    three sections
Chapter 3: A Total Leadership Development System         How GE Links People and Numbers
Chapter 11: Get the Right Talent Management Processes
The Talent Mastery Tool Kit
Chapter 3: A Total Leadership Development System         How GE Links People and Numbers
Focused on actions and being customizable
The keys to the system will make  sense to smaller companies
Formalized evaluation
Formalized evaluationAccurate knowledge about individuals
Formalized evaluation   Accurate knowledge about individualsTimely, constructive oral and written feedback
Formalized evaluation   Accurate knowledge about individualsTimely, constructive oral and written feedback         Connect...
Formalized evaluation   Accurate knowledge about individualsTimely, constructive oral and written feedback         Connect...
Formalized evaluation   Accurate knowledge about individualsTimely, constructive oral and written feedback         Connect...
Formalized evaluation   Accurate knowledge about individualsTimely, constructive oral and written feedback         Connect...
Chapter 11: Get the Right Talent Management Processes
“Great leaders and sound values are necessary but not    sufficient for keeping talent front and center”
“Companies need a consistent, disciplined rhythm            for revisiting talent.”
Great emphasis is placed on the role of the top executive
“The wholehearted commitment of an enlightened CEO”
So, what does that look like?
Understanding that talent is the key to the future
Understanding that talent is the key to the future  Talent management should be as rigorous as             financial manage...
Understanding that talent is the key to the future  Talent management should be as rigorous as             financial manage...
Understanding that talent is the key to the future  Talent management should be as rigorous as              financial manag...
Understanding that talent is the key to the future  Talent management should be as rigorous as              financial manag...
Understanding that talent is the key to the future  Talent management should be as rigorous as              financial manag...
The Talent Mastery Tool Kit
One of the principles of talent masters is         an enlightened CEO
Just in case you didn’t get that yet
2 key characteristics of an enlightened executive,            acting as a Talent Master           Time and regular attenti...
Principles of Talent Masters
Principles of Talent MastersWhich I borrowed from heavily to design our    most recent benchmarking survey
An enlightened leadership team
A performance-driven meritocracyincluding a willingness to differentiate talent, based on         results as well a values...
Explicit definition and articulation of values
Candor and trustfocused on developmental needs
Talent systems are as rigorous as those used for             finance and operations
Human resource leaders are business partners
Investment in continuous learning
Driving differentiation
Driving differentiationvia merit-based performance management
Moderate                 Topped Out     Potential   High Potential                                                        ...
Crotonville on any budget
Turn leaders into teachersCollaborate with local universitiesDifferentiate and educate
Leadership Pitfalls
Leadership Pitfalls    Missing on performance or values        Being too internally focusedResisting change, not embracing...
Great ideas!Talent Masters:Why Smart Leaders Put PeopleBefore Numbersby Bill Conaty and Ram CharanThe Executive ForumApril...
Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview
Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview
Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview
Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview
Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview
Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview
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Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview

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Here is an Executive Overview of Bill Conaty's and Ram Charan's recent book The Talent Masters. Written for larger company's, this summary is adapted for smaller firms. A major inspiration for tackling this book was its subtitle: Why Smart Leaders Put People Before Numbers.

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  • Introduce the book, Collins, L&L concept\n\nVALIDATION - clients and OSB\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Collins as guru:\n\nCome to Boulder, RH framework, Growth Summit keynote\n
  • Collins as guru:\n\nCome to Boulder, RH framework, Growth Summit keynote\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
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  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
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  • Introduce the book, Collins, L&L concept\n\nVALIDATION - clients and OSB\n
  • Transcript of "Great Ideas! Bill Conaty's & Ram Charan's "Talent Masters: Why Smart Leaders Put People Before Numbers" - Executive Overview"

    1. 1. Great ideas!Talent Masters:Why Smart Leaders Put PeopleBefore Numbersby Bill Conaty and Ram CharanThe Executive ForumApril 12, 2011
    2. 2. me? What’s in it forWhy should I believe you? Why should I care?
    3. 3. Conaty and Charan are quintessential heavy hitters
    4. 4. Conaty and Charan are quintessential heavy hitters“Talent is the name of the gameand Bill Conaty and Ram Charan have written the definitive guide ...”Andrea Jung, Chairman and CEO of Avon Products
    5. 5. I love the book’s subtitle
    6. 6. I love the book’s subtitle ... or as they also put it, even more succinctly: No Talent, No Numbers
    7. 7. Talent Masters is notwithout its downsides
    8. 8. First off, it reads like the business book equivalent of a Hollywood blockbuster
    9. 9. So, if you don’t admire GE ... ... and you don’t love Jack Welch
    10. 10. It’s also not a book that easily translates for smaller companies
    11. 11. Still, these are two very smartguys, with impressive credentials
    12. 12. Bill Conaty spent more than 40 years with GE, ending up as the company’s Senior VP for HR
    13. 13. Bill Conaty spent more than 40 years with GE, ending up as the company’s Senior VP for HR He served under Reg Jones, Jack Welch and Jeff Immelt and gets a lot of credit for establishing GE’s enviable talent machine
    14. 14. Ram Charan has published nearly 20business books on a wide variety of topics and consulted all over the Fortune 500
    15. 15. He is perhaps best known as the co- author of Execution, with LarryBossidy, former CEO of Allied Signal and Honeywell
    16. 16. Given what this book isand isn’t, let’s focus on three sections
    17. 17. Chapter 3: A Total Leadership Development System How GE Links People and Numbers
    18. 18. Chapter 11: Get the Right Talent Management Processes
    19. 19. The Talent Mastery Tool Kit
    20. 20. Chapter 3: A Total Leadership Development System How GE Links People and Numbers
    21. 21. Focused on actions and being customizable
    22. 22. The keys to the system will make sense to smaller companies
    23. 23. Formalized evaluation
    24. 24. Formalized evaluationAccurate knowledge about individuals
    25. 25. Formalized evaluation Accurate knowledge about individualsTimely, constructive oral and written feedback
    26. 26. Formalized evaluation Accurate knowledge about individualsTimely, constructive oral and written feedback Connect people and numbers
    27. 27. Formalized evaluation Accurate knowledge about individualsTimely, constructive oral and written feedback Connect people and numbers Self-evaluation
    28. 28. Formalized evaluation Accurate knowledge about individualsTimely, constructive oral and written feedback Connect people and numbers Self-evaluation Developing other leaders
    29. 29. Formalized evaluation Accurate knowledge about individualsTimely, constructive oral and written feedback Connect people and numbers Self-evaluation Developing other leaders Practicing the values
    30. 30. Chapter 11: Get the Right Talent Management Processes
    31. 31. “Great leaders and sound values are necessary but not sufficient for keeping talent front and center”
    32. 32. “Companies need a consistent, disciplined rhythm for revisiting talent.”
    33. 33. Great emphasis is placed on the role of the top executive
    34. 34. “The wholehearted commitment of an enlightened CEO”
    35. 35. So, what does that look like?
    36. 36. Understanding that talent is the key to the future
    37. 37. Understanding that talent is the key to the future Talent management should be as rigorous as financial management
    38. 38. Understanding that talent is the key to the future Talent management should be as rigorous as financial management Leading the “social processes”
    39. 39. Understanding that talent is the key to the future Talent management should be as rigorous as financial management Leading the “social processes” Establishing a performance culture
    40. 40. Understanding that talent is the key to the future Talent management should be as rigorous as financial management Leading the “social processes” Establishing a performance culture Candid dialogues and evaluations
    41. 41. Understanding that talent is the key to the future Talent management should be as rigorous as financial management Leading the “social processes” Establishing a performance culture Candid dialogues and evaluations Raising the bar for learning and performance
    42. 42. The Talent Mastery Tool Kit
    43. 43. One of the principles of talent masters is an enlightened CEO
    44. 44. Just in case you didn’t get that yet
    45. 45. 2 key characteristics of an enlightened executive, acting as a Talent Master Time and regular attention Linking people and the numbers
    46. 46. Principles of Talent Masters
    47. 47. Principles of Talent MastersWhich I borrowed from heavily to design our most recent benchmarking survey
    48. 48. An enlightened leadership team
    49. 49. A performance-driven meritocracyincluding a willingness to differentiate talent, based on results as well a values and behaviors
    50. 50. Explicit definition and articulation of values
    51. 51. Candor and trustfocused on developmental needs
    52. 52. Talent systems are as rigorous as those used for finance and operations
    53. 53. Human resource leaders are business partners
    54. 54. Investment in continuous learning
    55. 55. Driving differentiation
    56. 56. Driving differentiationvia merit-based performance management
    57. 57. Moderate Topped Out Potential High Potential Performance & Value > Top TalentHighly ValuedLess Effective Potential >
    58. 58. Crotonville on any budget
    59. 59. Turn leaders into teachersCollaborate with local universitiesDifferentiate and educate
    60. 60. Leadership Pitfalls
    61. 61. Leadership Pitfalls Missing on performance or values Being too internally focusedResisting change, not embracing new ideas
    62. 62. Great ideas!Talent Masters:Why Smart Leaders Put PeopleBefore Numbersby Bill Conaty and Ram CharanThe Executive ForumApril 12, 2011
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