Where will our future growth come from? This question is on the minds of many leaders and leadership teams.
A big potential source of organic growth is offering new products and services. While leaders acknowledge this may be a critical need, given the changing environment, many are uncertain of the path to take to develop these offerings. One option is to acquire new products and services and develop the talent to lead them; however, there is another, often more powerful, option – creating new products and services from within by prioritizing and unleashing intrapreneurship.

When I chose “Embrace Discomfort” on January 1, 2020, as my word or phrase of the year, it was something I simply knew I needed to do to grow, evolve, and get better. It was also a natural transition from 2019’s word, “Notice”. Embrace Discomfort: it sounded simple enough. Little did I know how significant it would become, not just for me, but for all of us in more ways than one.

Talent management is most effective when there is an “owner” who advocates for and shepherds the process and continuously evaluates the effectiveness of each element. Ultimately, talent management is about having the Right People in the Right Roles at the Right Times with the Right Development to drive your strategy and fuel your growth.

The talent pools in your organization should fuel succession and strategy. That’s the big picture. That is also where there is often a disconnect in the integration with strategic talent management.

Performance is at the heart of strategic talent management, and the company’s ability to unlock human potential by activating performance and accountability can make a significant difference in the process outcomes.

Selecting talent and selecting FOR talent, are two different things. To be most successful, strategic talent management calls for talent-based selection or selecting for talent.