I see a strong connection between these two competencies. As leaders, the employees that we supervise can be viewed as customers, in the sense that they are looking to us for guidance, work direction, and help with professional development. We are also in a unique position to serve the organization itself by hiring strong team members, helping them to succeed, and in some cases, helping them to move through the pipeline and become leaders themselves.
Many years ago I talked to a leader who managed quite a few entry-level positions. She had high turnover in her unit, and she told me that she viewed it as success rather than a source of frustration. Her goal was to introduce people to the workplace, give them foundational skills, and then help them move on to other positions within the organization. Over time, she built a large network of professional colleagues who got their start in her unit.
Here are some other behaviors that are identified with building organizational talent. I hope you’ll join us in a conversation about how to implement them.
- Makes sound hiring decisions.
- Provides a strong orientation.
- Sets clear expectations.
- Provides ongoing feedback; effectively coaches both good and bad performance.
- Partners with each employee in conducting meaningful performance evaluations.
- Helps each individual develop professionally.
- Holds each individual accountable for performance.
- Takes responsibility for their own professional development.
Dee Anne Bonebright