Harvard Business Review
Anthony Tjan
The Six Habits of a Talent Magnet
(Tsun-yan Hsieh is working with Anthony Tjan and Richard Harrington on a book about entrepreneurship and building businesses. He is chairman of LinHart Group, a firm specialized in CEO leadership, and is a member of Cue Ball's advisory group, the Cue Ball Collective.)
Talent is the make-or-break issue for business success. Few great entrepreneurs and CEOs of our acquaintance would contest that statement. If you are a leader who's serious about improving your capacity to attract the best talent, you need to develop the habits of a true talent magnet. From our research and experience with numerous CEOs and entrepreneurs, we've identified six:
1. Get to know the most talented individuals early on, when you don't need them. Can you name the best one or two people for each of the critical positions in your industry? If you can't, start by attending industry meetings and asking the right questions. If at all possible, begin socializing with the best individuals across particular disciplines. Who are they really as people, versus what they do for a living? What interests them, excites them, drives them? The very best time to get to know people is when you don't need to hire them now. If you don't establish a relationship first, chances are you will end up paying top dollar to get them — and even if they sign up, you may have trouble retaining them.
2. Create and manage the right expectations. Most entrepreneurs and business builders oversell the excitement of their entrepreneurial opportunity and/or the institution, and undersell themselves. The most talented people are attracted to leaders whom they can trust and role models they want to emulate. Thus, ask yourself the question: "Why would any real talent want to work for me?" Paying top dollar is never a good enough reason for the best talent to join and stay with you. Promising room to stretch and rapid advancement have also become par for the course. To break out of the pack, you've got to look within yourself for the real leader whom they want to follow. It could be your courage to stand by your values, your reputation as a gifted teacher, or your soft power to bring opposites together. Then, set clear expectations from Day One of what you are willing to do to help them learn from you that they can't learn from anyone else, and what you expect them to do to succeed in this apprenticeship.
3. Look at their hearts — and not just their smarts. The average resume is long on accomplishments and qualifications, and short on purpose and passion. Which is fine if you're merely in search of technical skills. Yet in situations where you expect people to step up to uncertainty — to do unprecedented things and deliver breakthrough results — you need to focus on candidates' motivation, values and purpose. Leadership defines itself when you are looking for people to change the game — and not just to improve a company's performance (otherwise managers with sound skills would suffice).
4. Cultivate them over time. The best talent is almost always occupied (otherwise they wouldn't be the best). Luck is essential to business-building success, yet leaders cannot expect ideal candidates to be ready, waiting, and available every time they need great talent. Our recommendation: cultivate the best talent you can, and keep these individuals apprised of your work, purpose and ongoing mission. Let them know who you are as a person. Best talents have lots of options. Don't be surprised when they say 'no' to you. Never give up. Keep coming back over a number of years and when these talents are finally ready to move and know how you are different, they will come to you.
5. On-board them thoughtfully. We're frequently amazed by how carelessly and unsuccessfully many leaders transition new talent into a new milieu. In a complex organization, or unfamiliar context, "Sink or swim" is a perilous strategy. New talent wants to succeed. Invest from the start in making sure this happens, and you will soon find yourself surrounded by loyal followers.
6. Mentor them for their success. Being a mentor involves more than giving constructive feedback and avuncular advice. Mentoring is a journey based on mutual commitment to discovery and learning. Your primary reward is another person's success. Real talent can intuit when you're only interested in what they can do for you — and as soon as they find greener pastures, they'll leave. (For more on this, see our discussion of an effective framework for mentorship.)
How well do you stack up against these six dimensions? Again, engaging and retaining real talent is the most critical factor to your success — which is why the real test ultimately lies with your best talent today. Ask them what they think. Our guess is their answers will help you uncover personal and professional truths that will help transform you into an even better leader.
How well do you stack up against these six dimensions? Again, engaging and retaining real talent is the most critical factor to your success — which is why the real test ultimately lies with your best talent today. Ask them what they think. Our guess is their answers will help you uncover personal and professional truths that will help transform you into an even better leader.
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http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
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