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Prime Talk Volume Ii Issue 5 June 2010

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Prime Talk Volume Ii Issue 5 June 2010

  1. 1. WELCOME! PrimeTalk V O L U M E I I , I S S U E 5 J U N E 2 0 1 0If you like what you seehere, you can follow us on:www.primeast.com Talent management or talent liberation? By Clive Wilsontwitter Talent Management has become the systematic way. Every organisation is different andLinkedIn dominant workplace issue of this century. precise implementation will depend on what else is going on, so the process can be moulded to yourJoin our online forum: The prevailing theme of talent management is the particular needs.releasing potential establishment of processes through which sufficient talent can be sourced, developed and used for an Your 8 Steps to Talent LiberationAnd visit our partner site organisation. Emphasis is placed on succession to 1. Confirm direction: Ensure clarity of vision ingloballeadershipalliance key roles and development of key individuals. your organisation and a good understanding of howPrimeTalk is edited by The focus of the discipline of Talent Liberation on the value is added. Without it, people will not know howRachel Sorton-Hall. We other hand is on releasing potential and making the to add value through the best use of their talentswelcome your comments, most of the talent that everyone brings to the work- 2. State philosophy: Establish your organisationsso do get in touch, at place. philosophy on talent - does it buy into the Talentrachel.sortonhall@ pri- Liberation statement opposite? What else needs to It’s a progressive and emerging discipline and ameast.com subset of the positive psychology movement. The be said to make it fit for purpose?Of course, you can also email underlying philosophy of talent liberation is outlined 3. Align processes: Do your organisationsme if you wish to unsubscribe. as: performance management processes support the philosophy? If not, what changes need to be made? “Organisations reach 4. Plan: What else does your organisation need to prime performance do to support talent liberation? Take stock of all the when they recognise, steps in this article. value, develop and INSIDE THIS use the unique talents 5. Communicate: Communicate the new of all their people in philosophy and plan of action via your head of ISSUE: business. Then, establish a clear strategy to let the delivery of their objectives.” people know how talent is being used to support Talent 1 business needs on an ongoing basis. Management or 6. Develop leaders: Provide leadership Talent Liberation? Coaching Recognise, value and develop development for all your managers where they can Clive Wilson These words are key, individuals and organisations ‘Traditional’ one-to-one coaching with a qualified,recognise, value, develop and use their talents in must take deliberate steps to: the delivery of business objectives. When they have accredited coach to enhance performance, either personally or in the context of business ob- Meet the Team 1 jectives.the talent they bring to the workplace made gains, equip them to do the same for their recognise Clive Wilson people. value them in terms of understanding how each 7. Build talented teams: Provide team talent adds value Do your Leaders 2 development where individuals can acknowledge Lead from Within? develop talents into clear strengths rather than each others talents and commit as a team to Sarah Sharp focusing too much energy on weaknesses improved ways of working that play to their strengths. use the unique talents they have, consciously, to deliver their shared objectives 8. Review: Review, modify and repeat as required. How Good is your 3 Succession For it to work properly, it must be led from the top Good luck! Planning for and fed into the life blood of the organisation in a clive.wilson@primeast.com Retiring Baby Boomers? Sue Jackson About the Author - Clive Wilson Primeast Free 4 viewed leading professionals on their philosophies Clive Wilson is deputy chairman at Learning Events Primeast and heads up the talent and strategies in leadership and talent management. liberation specialism. Many of these recorded interviews can be viewed by joining the Releasing Potential online forum. Clive specialises in helping organisations reach prime performance by recognising, valuing, develop- Clive invites you to share your views and experi- ing and using the unique talents of all their people in ences; the delivery of their objectives. In the next As well as being a writer, speaker and business Online, Releasing Potential is for anyone wishing to release their potential or that of their team, issue coach, he hosts a number of online and face to face organisation or community. Leadership forums where professionals can share challenges Face-to-face events are on page 4 and best practice. For the talent forum, Clive inter- t: +44 (0)1423 531083 f: +44 (0)1423 520173 e: enquiries@primeast.com Primeast Ltd, 5 Greengate, Cardale Park, Harrogate, HG3 1GY United Kingdom w: www.primeast.com
  2. 2. VOLUME II, ISSUE 5 PAGE 2Do your leaders lead from within? By Sarah Sharp their own leadership styles andD o your leaders do as they tell others to do?Middle managers often ask “Why work more effectively with others. This opens up other opportunities a keen sense of who they are and where they have come from. to help with their decision-making.should we follow senior people Because they have this high levelwhen they don’t seem to practice of self-knowledge, they can tap intowhat they preach?” It’s always aquestion which makes me think –not only about the answer but also W hat next? There are numerous leader- ship development options avail- their intuition to help them make important choices. In fact they are releasing their full potential andabout why this should be the case. able. From working with emerging “leading from within”. leaders to help them identify their goals and development needs, toW hat makes a great leader? Working with leaders in allindustries has shown us that good working with experienced leaders on an individual basis to help them progress a particular issue or need.leadership starts with self-knowledge. Great leaders, both In this latter type of work, leaderscurrent and throughout history, are are often challenged to change - tovery self-aware, they know; move out of the “same old” routine and try something different.♦ who they are Changing mind sets can be a pow-♦ where they come from erful way of unlocking new innova-♦ and what beliefs and values tive solutions which were so illusive shape their thinking just moments before. Often in this competitive business I ntuition - myth or skill? The use of ‘props’ can be a pow- erful way to help a leader who is world, leaders are encouraged to only apply logic to solve the prob- lems they face. Spreadsheets, “stuck”, to think through their is- formulae, tried and trusted meth- sues, or a particular problem they ods of “working things out” are all are facing. employed, yet we still hear many leaders saying things like Recently, when faced with a chal- “Hindsight is a wonderful thing” andIt seems that the leaders who don’t lenge of my own, I turned to one of “My gut instinct told me that would-practise what they preach are my favourite ‘props’ – a pack of n’t work”.those who are less self-aware. cards with random words, phrasesThey don’t possess the knowledge and questions on them. The cardof their own drivers, styles and that caught my eye said:preferences to be able to reallyinspire others to follow. T rust your instincts Experience tells us that great leaders trust their instincts more “Don’t try to work it out … often. It’s true that intuition is not a sense it, feel it, perfect science. It can be difficultY ou can get that self- knowledgeAll good leadership programmes trust it, try it.” to justify a decision based on in- stinct and yet so often, our instincts are right. But perhaps to be braveshould start with an examination of enough to trust them, we really dothe person expected to lead the Some of the best leaders I have need to have the security that trueteam or company. Diagnostic met often appear to use intuition to self-awareness brings first.tools, coupled with one to one make major decisions, but ofcoaching, will ensure participants course this can’t be the case – can Sarah Sharp is Head ofgain a thorough understanding of; it? Surely, great leaders would not Leadership at Primeast. rely on such an unscientific method She will be running two♦ themselves to shape the strategic direction of free People Builder events♦ their motivators their organisation – or would they? about this topic in the UK♦ values and beliefs in July - see page 4 for♦ and their vision for the future details.The consequence of this is thatindividuals are enabled to embrace R elease potential These men and women have t: +44 (0) 1423 531083 e: sarah.sharp@primeast.com t: +44 (0)1423 531083 f: +44 (0)1423 520173 e: enquiries@primeast.com Primeast Ltd, 5 Greengate, Cardale Park, Harrogate, HG3 1GY United Kingdom w: www.primeast.com
  3. 3. VOLUME II, ISSUE 5 PAGE 3 How good is your succession planning for retiring Baby Boomers? By Sue Jackson Will your company lose more older workers approaching, and post Support than just the familiar faces of retirement will support the process of Employers can support the transition its older employees when the talent liberation and development into retirement by providing retirees baby boomer generation and provide an evaluation and with information and coaching. assessment platform. retires? The process of coaching is an Motivation opportunity for older people to You can tap into retirees’ talents and Mentors will be better motivated consider what their ideal retirement knowledge in a way that serves when there is a benefit exchange. will look like, their feelings about everybody well and encourages the This has many advantages. Skills retirement and how they can move best of knowledge transfer. and experience that were to be lost forward to a rewarding, interesting can be retained and developed and and sustaining chapter in their lives. the mentor if trained and given time Baby Boomer to develop mentoring skills, possibly “A person born with the assistance of external during a training, is given a sense of worthtemporary peak in and value at a time of significant the birth-rate, change in their life. specifically the one that occurred Inspire sharing in several So, in what other ways might older countries, notably workers be inspired to give their the USA and the information freely and completely? UK, between Baby boomers who have worked for 1945 and 1965.” 40+ years of their lives will view retirement in a variety of ways; for some it will be freeing and allow the As the acceleration in baby boomer realisation of their aspirations and for retirement begins, these are issues others it will be fraught with facing many employers. Baby uncertainty. boomers are a defining generation. The years committed to work may be rewarded with time to pursue Coaching for retirement Changing times Coaching for retirement provides the hobbies, see friends and family, Born between the years of optimism, retiree with a ‘space to evolve’, to be volunteer and perhaps take special reform and liberalisation, they have curious and challenged about their holidays. Others may develop their seen many changes over their life- future and to consider opportunities entrepreneurial side taking an idea or times, not least of which is their and constraints. If retirement coach- vision and turning it into a business increase in life expectancy. ing is provided by the employer, then either through financial need, the realisation of an ambition or a the circle of knowledge transfer can Losing potential be completed; individuals leave chance to change. These employees have picked up a feeling valued, respected and wealth of knowledge and gained empowered and those who remain much valuable insight from their benefit from the enrichment of their working life and experience. If they wisdom and mentoring while observ- leave with that knowledge and ing the values of the company and wisdom internalised it is lost to the therefore work to continue and company and the resource cannot develop the success of the company. easily be replaced. Providing a vehicle for comprehen- Guest writer, Sue Jackson is sive knowledge transfer from retirees Principal at Whitespace Coaching is therefore invaluable in maintaining Income www.whitespacecoaching.com your company’s status, financial Older people are now forming a buoyancy and competitive edge. larger proportion of the entrepreneu- Warwick Abbott is head of Coaching rial population as demographic at Primeast, contact him on: change, improved health, altruism t: +44 (0) 1423 531083 Harnessing talent Mentoring of younger and less and the need to supplement income e: warwick.abbott@primeast.com experienced staff by these skilled become more important. t: +44 (0)1423 531083 f: +44 (0)1423 520173 e: enquiries@primeast.com Primeast Ltd, 5 Greengate, Cardale Park, Harrogate, HG3 1GY United Kingdom w: www.primeast.com
  4. 4. VOLUME II, ISSUE 5 PAGE 4 Diary of Primeast Events and how you can join in D Fri BOOKE 2010 11 June What is People Builder? LY LYorkshire Talent Forum - Talent Challenge at We run People Builder learning and development events toFU Sunderland City Council share our experience and expertise - apart from it being free, Primeast Harrogate, UK Offices, 9.30am to 12pm there are at least 3 other good reasons for you to come along! By Dave Rippon, Learning & Development Manager 1. You have an interest in learning and development for your at Sunderland City Council organisation 2. You are interested in your own development Dave Rippon will update the Forum on progress to tap into 3. ‘It’s inspiring, helpful, fun and a must-do!’ Comments from a back-office talent in support of customer facing operations. participant Find out more and book this free learning event http://releasingpotential.ning.com/events Fri 10 September email: sue.walsh@primeast.com Yorkshire Talent Forum - Talent Challenge tbc Primeast Harrogate, UK Offices, 9.30am to 12pm KED Fri LY BOO 11 June Organised by Clive Wilson, Head of Talent Liberation FUL London & South East Talent Forum and Deputy Chairman, Primeast (ICSA) Institute of Chartered Secretaries & Administrators All Yorkshire Talent Forums feature a talent management chal- 16 Park Crescent, London W1B 1AH, UK, 9.30am to 12.30pm lenge presented by one of the Forum members. This is fol- By Gill Whensley of the ICSA lowed by an action-learning-set style engagement with forum Face-to-face forum to share challenges and best practice in members. talent management. Find out more and book this free learning event http://releasingpotential.ning.com/events Find out more and book this free learning event email: sue.walsh@primeast.com http://releasingpotential.ning.com/events email: sue.walsh@primeast.com Thu 16 September People Builder - Leading & Managing Change Thu 24 June - Prague (in English) Primeast Harrogate, UK Offices, 8.30am to 10.30am Lead by Jo Murphy, Primeast People Builder - Developing Mental Toughness to Improve Individual & Organisational Find out more and book this free learning event Performance email: rachel.sortonhall@primeast.com Primeast Office, M.D. Rettigové 8/79, Prague, 9am to 11am tel: +44 (0)1423 531083 Lead in English by Martin Carver, Head of OD & Change, Primeast UK Thu 4 to Fri 5 November 2010 Explore this interesting concept—how it is measured, the impli- Progressive Strategies in Talent Management— cations and benefits of greater awareness. Get an opportunity CIPD Open Programme to do your own MTQ test (in Czech if you wish). Venue tbc, two days Organised with CIPD by Clive Wilson, Head of Talent Find out more and book your place Liberation and Deputy Chairman, Primeast http://releasingpotential.ning.com/ email: vendula.soukupova@primeast.com The discipline of talent management has become established tel: +420 222 360 166 as an essential component of HR strategy. This course briefly takes account of the established best practice in talent manage- Thu 8 July ment. People Builder - Leading from Within For fees and to book your place The Met Hotel, Leeds LS1 2HQ, UK, 8.30am to 10.30am http://www.cipd.co.uk/training/PERPSTM/default.htm email: clive.wilson@primeast.com and also on Fri 10 December 2010 Wed 14 July Yorkshire Talent Forum - Talent Challenge tbc People Builder - Leading from Within Primeast Harrogate, UK Offices, 9.30am to 12pm Primeast Harrogate, UK Offices, 8.30am to 10.30am Organised by Clive Wilson, Head of Talent Liberation Lead by Sarah Sharp, Head of Leadership, Primeast and Deputy Chairman, Primeast All Yorkshire Talent Forums feature a talent management chal- An informative and fun session to explore what makes a great lenge presented by one of the Forum members. This is fol- leader and how you can acquire that knowledge to release your lowed by an action-learning-set style engagement with forum potential. members. Find out more and book this free learning event Find out more and book either of these free learning events http://releasingpotential.ning.com/events http://releasingpotential.ning.com/events email: sue.walsh@primeast.com email: rachel.sortonhall@primeast.com tel: +44 (0)1423 531083 t: +44 (0)1423 531083 f: +44 (0)1423 520173 e: enquiries@primeast.com Primeast Ltd, 5 Greengate, Cardale Park, Harrogate, HG3 1GY United Kingdom w: www.primeast.com

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