Pablo Sarasate (violin virtuoso) stated “A genius! For 37 years I’ve practiced 14 hours a day, and now they call me a genius” (cited in Simonton, 1999) *.
Last week I wrote a post called ‘Stroke of Genius’ and it attracted a pretty high level of interest. Clearly a popular topic. And many comments I received were along similar lines, mentioning that identifying talent in the first place is often the most difficult challenge faced. I figured that I owed it to myself and readers to address this area in today’s post.
Well, right up front, we need to think about recruitment.
Do you know what you are looking for in the first place?
This is not as simple a question as it might first appear. For example, if you are a company, can you answer the following questions?
What does the company look like today, and what will it look like in two, three, or four years time?
What is the company’s medium to long term strategy?
What sort of people will it need to succeed in that strategy? Same as today or very different talent?
What sort of roles will be most critical in the future? And how much market demand will there be for those people?
What aptitudes will it take to operate in these future positions?
Are the people who are making recruitment decisions and identifying talent sufficiently aware of the future strategic plans for the business? Or are they blindly cultivating talent based on a model of today’s business? Continue reading →
I was intrigued by an article I read this week on 5 Reasons Your Top Employee Isn’t Happy. It got me thinking about how we manage talent. And maybe there lies the problem – in that very word ‘manage’. Talent is a precious thing, but should it be given ‘maverick status’ or does it need to be controlled? Well, I guess the answer might well vary depending on the culture of the company, what period in the company’s development you are at, or what sort of leader you are?
I immediately thought about the football team analogy. I have played and watched football over more years than I care to remember, and the recurring debate about how teams should accommodate rare talent just never goes away. What I have seen, is that teams who are riding on the crest of a wave, winning everything in sight, and blowing the opposition away, can often afford the ‘luxury’ of the occasional ‘maverick’ or ‘outlier’. Often described as a genius, these players entertain the crowds and keep the sports (and sometimes front-page) writers happy.
But, when the going gets tough, everyone is expected to put in a shift. Sulking on the wings with your hands on hips, complaining about not getting good service, doesn’t go down well – not with the crowd (or shareholders), team mates (or work colleagues) or coach (boss).
It’s a big issue for companies too. When someone is bestowed the title talent (or genius) – what is expected of them and of others? Continue reading →