Make Talent Your Business

Despite considerable investment in resources and tools, many companies struggle to meet the demand for the talent they require. Make Talent Your Businessu201d gets to the heart of the matter: Managers themselves are in the best position to help people learn from experience (the uncontested major source of development) and shows managers how to do it by using the five practices that work for managers who are exceptional at building talent. This set of practices goes well beyond the usual managerial coaching and performance management. It moves the focus from performance today to development of skills that truly "raise the game" of employees-skills such as in-the-moment judgment, customer relationship building and collaborative decision-making. Managers who grow talent enhance their own reputations and get better results, retain people, attract talent and make their organizations more agile and capable to deal with future challenges.

Despite considerable investment in resources and tools, many companies struggle to meet the demand for the talent they require. Make Talent Your Businessu201d gets to the heart of the matter: Managers themselves are in the best position to help people learn from experience (the uncontested major source of development) and shows managers how to do it by using the five practices that work for managers who are exceptional at building talent. This set of practices goes well beyond the usual managerial coaching and performance management. It moves the focus from performance today to development of skills that truly"e;raise the game"e; of employees-skills such as in-the-moment judgment, customer relationship building and collaborative decision-making. Managers who grow talent enhance their own reputations and get better results, retain people, attract talent and make their organizations more agile and capable to deal with future challenges.

Foreword by Dave Ulrich


INTRODUCTION: Helping Good People Get Better Every Day

A Manager Who Grows People Like Crazy

Identifying and Closing the Talent Development Gap

The Five Practices for Making Talent Your Business



CHAPTER 1: Make Every Day a Development Day

How to Make Every Day a Development Day

Tuck Development into Work

Create the Right Stretch

Seize Developmental Moments

Leverage Team Learning



CHAPTER 2: Tap the Psychological Side of Development

How to Tap the Psychological Side of Development

Start with Yourself

Cultivate Relationships Built on Trust

Help Employees "See" Themselves During Key Interactions

Connect the Dots Between Emotions and Learning



CHAPTER 3: Connect People with Development Partners

How to Connect People with Development Partners

Green-Light and Motivate People to Partner Up for Development

Give People an Accurate Compass to Find the Right Development Partners

Teach People How to Get the Most Learning from Development Partners

Invest in a Network of Future Development Partners



CHAPTER 4: Teach Skills to Navigate Organization Politics

How to Teach Skills to Navigate Organization Politics

Clarify and Adjust Assumptions About Organization Politics

Help Map the Bumpy Political Terrain

Coach Employees to Build a Portfolio of Politically Smart Approaches

Prepare for and Sometimes Rehearse the Handling of Complex Situations



CHAPTER 5: Shape Your Environment to Drive Development

How to Shape Your Environment to Drive Development

Create Development Abundance

Shine a Light on Learning-Yours and Theirs

Manage the Interface with the Broader Organization



CHAPTER 6: Put Exceptional Development Practices into Action

How to Put Exceptional Development Practices into Action

Take Your EDM Practices to the Next Level

Integrate the Five EDM Practices for Optimal Benefit

Savor the Rewards



Acknowledgments

Notes

Index

About the Research

About the Authors