Leadership Caffeine Podcast #8: Francie Dalton on the Impending Talent Shortage

September 25, 2011 By 2 Comments

Cover art for Leadership Caffeine PodcastIt’s been awhile since we’ve heard much about impending shortages of talent. Seemingly in a galaxy far, far away, the concerns over the Baby Boomers exiting stage right in huge numbers were fodder for a nearly endless string of articles suggesting that we would all wake up one day wondering how and where we were going to get the talent to run our businesses.

It’s a funny thing about prolonged global downturns, but they tend to push stories of labor shortages to the back of the pile, with new stories of chronic unemployment gaining non-stop attention. Nonetheless, firms march on, technology advances, and at last look, things weren’t going to get any easier for us as we confront the challenges of how to stay profitable, still grow and even win in the face of daunting obstacles.

My recent conversation with Francie Dalton, President and Founder of Dalton Alliances, Inc., served to remind us all once again, that talent is always an issue. And by the way, Francie makes an interesting case that the recently forgotten issue of talent shortages is a very real issue about to bite us where it hurts…in the bottom line.

As I indicate in the opening to the podcast, I had so much fun connecting and talking with Francie here, that someone should have charged me admission. As for you the listener, enjoy Francie’s perspectives…and even on the off chance that you don’t agree with her numbers, stay tuned to the end where she shares her guidance on what we should all be doing to retain and develop talent…shortage or not.

Leadership Caffeine Podcast Episode 8: Francie Dalton on Preparing for the Impending Talent Shortage [ 26:55 ] Play Now | Play in Popup | Download

Show Sound-Bites:

  • While we’ve been wiling away our time managing the global recession, a new look at the numbers indicates the potential for shortages of degreed professionals in many key areas of our economy.
  • The shortage in Francie’s words is a real structural shortage of several million professionals, net of the talent we import in the U.S. and the jobs we export.
  • The shortage truly represents an opportunity for firms willing to invest in programs to retain and develop their top talent.
  • Francie offers 3 Key Questions firms should be asking about this talent situation.
  • Even if the forecasts are wrong, the guidance and suggested actions for firms on this topic will still pay dividends.

Franice Dalton is the CEO and Founder of Dalton Alliances, Inc., a consulting firm dedicated to providing clients with a broad range of services in the communication, management and behavioral sciences.

Related Podcast: Kevin Oakes of the Institute for Corporate Productivity on Integrated Talent Management.

About the Leadership Caffeine Podcast:

The purpose of this show is to connect with leaders, management thinkers, authors, educators, entrepreneurs and anyone else passionate about improving and innovating in leadership and management. If you are interested in being a guest on the show, contact Art Petty.

Want More: Sign up for the new, Leadership Caffeine e-Newsletter. I’ll guard your e-mail address with ferocity, while sharing ideas to energize and inspire.

About Art Petty:

Art Petty is a Leadership & Career Coach helping motivated professionals of all levels achieve their potential. In addition to working with highly motivated professionals, Art frequently works with project teams in pursuit of high performance. Art’s second book, Leadership Caffeine-Ideas to Energize Your Professional Development, will be announced during the last week of September, 2011. Initial copies are now available on Amazon.com and via the author for team/group orders.

Contact Art via e-mail to discuss a coaching, workshop or speaking engagement.

 

 

Filed Under: Leadership Caffeine Podcast Tagged With: , , ,

Rethinking Talent, Leadership and the Organization

April 21, 2010 By 9 Comments

New IdeasNote from Art: This post is intended to push you in the direction of thinking about “what if?” and “why not?” and “how?”  If you’re not thinking about possibilities and new approaches, you’re not really thinking.

Anyone involved in leadership and responsible for the development of leaders should read the recent BusinessWeek article, “Can GE Still Manage?” The article offers a fascinating look into GE’s traditional leadership and high-potential development practices, and raises an interesting question of whether these practices still hunt in a very different world than when they were conceived.

As someone that grew up in business during the era of Jack Welch and the emergence of GE’s Crotonville programs as perhaps the pinnacle of talent and leadership development programs, it’s interesting and a bit alarming to suddenly wonder whether the approach of convening for weeks at a time with other high-potential leaders and learning, debating, and engaging together, might just be passé in many ways.

While I’m not qualified to critique GE’s approach, the article certainly begs all of us to be thinking about or rethinking everything that we take for granted in how we find and cultivate talent and how we deploy our resources.

Questions that Must Be Asked and That Might Be Uncomfortable:

  • What are the skill sets required for success tomorrow?
  • What do we keep and what do we jettison from 20th-Century talent and leadership thinking and systems?
  • How can individuals that don’t know a tweet from a twit possibly comprehend the macro shifts occurring in how information flows, how opinions are formed and how people connect?  Whether the individual applications live or die is largely irrelevant…the seismic shift has already happened and many are still waiting to read about in the newspaper.  The point is that you need to be immersed in it to even begin to understand what is going on.
  • Most of the contemporary leadership writing and content focuses on universal leadership truths…those skills and activities that effective leaders have understood for literally thousands of years.  GE’s approach to cultivating leadership talent may be the modern representation of how to best develop around the universal truths.  It may just not be enough any longer. What’s next?
  • Is the best way to cultivate talent, simply (ha!) to hire smart, diverse (gender, ethnicity and skills/aptitudes) individuals and give them the freedom to create.  Has Google’s model replaced GE’s?

Organization and Management Speculation? In Search of Tomorrow’s Enterprise and Talent:

OK, while I’m speculating on innovations in talent development, let’s begin rethinking our traditional management systems.  Some potentially not too-far-fetched thoughts:

  • It’s not too hard to imagine that tomorrow’s enterprise must be mostly all-different than yesterday’s.  Everything that we do must enable interaction, communication, learning, knowledge sharing, idea generation and simplified paths from idea to implementation.  Today’s management systems and organizational structures often confound those objectives.
  • Every employee is a brand builder for himself/herself and for the firm. Every employee has a distinct voice inside and outside of the firm…and the boundaries are increasingly blurred between personal and professional.
  • Functionally, everything changes. Just to pick on a few, classically trained and focused marketers are museum-pieces.  IT organizations that aren’t ahead of the power curve on figuring out how to leverage the new media and technologies will be blown up and reinvented or outsourced.  HR organizations that fail to enable talent development in support of strategy as their prime directive will join their obsolete IT counterparts.
  • The role of a leader becomes fluid, with a person assuming this for one initiative and acting as follower for others. The skill sets for business and career success are increasingly oriented towards coalition building, project management and learning that begets actions.
  • Some form of Collins’ Level 5 and a Servant Leader emerges to head organizations…or larger parts of organizations.  Humility…not to be confused with weakness, plus fierce resolve are the core criteria for top leaders.
  • It appropriately will become increasingly difficult to draw an organization chart.  Given the fluidity and constantly shifting nature of the organization, the traditional boxes and lines approach to showing hierarchy and responsibility will die.

The Bottom Line for Now:

While perhaps I’ve pushed the envelope on creativity and speculation, the excellent GE article referenced above was the catalyst here. There is much of human nature that appears to remain constant over time, however,  our tools change constantly.  Finding ways to use new tools to create, connect and compete requires a good healthy rethinking of everything.   This is truly exciting.

Filed Under: Leadership, Management Innovation Tagged With: , , ,

The Three C’s and One D of Great Hiring According to Small Business Owners

February 3, 2010 By 3 Comments

Hire Me?Experienced small business owners and managers understand the critical importance of making great hires.  The right people propel your business and the wrong ones cost you precious time and money. The wrong hires ring up expensive opportunity costs by making less than optimal decisions, inappropriately leading or misleading your teams and not helping you create value and gain a competitive advantage.

There’s an entire industry and ample science and psychology behind the various tools and approaches for assessing personalities, gauging intelligence and conducting interviews that systematically uncover the real individual.  That’s all good and important…especially the behavioral interviewing part, however, most small and mid-sized business owners and managers that I know, make key hiring decisions more on gut feeling than on the output of rigorous assessment practices and tools. And while some have finely tuned “hiring guts,” a good number of owners and managers lament the bad calls and the lack of access to help.

I spoke to a number of owners running visibly successful firms and asked for their insights on hiring talent on their teams.  The roll-up of their advice is as follows (I paraphrase):

-Understand the nature of the position and your expectations for the individual in that position today and five years from now. Hire people that have the intelligence, acumen and drive to both grow the role and grow with the role.

-A caveat to the first point: don’t be cheap now or you’ll pay for it later.  Invest in the right talent today, even if it means paying more than you had hoped for.  The right person will pay dividends almost immediately and long into the future.

And importantly, hire for the 3 C’s and 1 D: Character, Critical Thinking Skills, Communication Capabilities and Decision Making Acumen.

-Character: look for evidence through behavioral interviewing and reference checking of core values, handling of ethical dilemmas and commitment to the development and support of others.  It’s not hard to discern someone that’s in it for themselves and “win at any costs” versus someone with a more externally oriented focus.  One business owner likes to evaluate people by how they compete as part of athletic teams.  He’s been known to invite a potential male hires to his weekly basketball game at the Y.

-Critical Thinking Skills: truth be told, the phrase is mine and not one used directly by the business owners that I spoke with, but the meaning is the same.  People are looking for individuals that see big pictures or that recognize patterns from the noise in the environment.  They make sense out of chaos and are capable of forming plans to exploit the chaos to their firm’s advantage. These are the people that dream up new products, come up with new ways of marketing and selling or see opportunities for gaining efficiencies through improved processes. It sounds lofty, but it can be as simple as the example below.

One manager describes looking for any signs that the individual attacks problems with non-traditional solutions. “I would rather hear a potential sales rep tell me how she landed the deal by investing a business day observing the customer’s team and then tailoring the proposed solution based on what she learned, versus a rep that plays only by the price book.  The latter are a dime a dozen.”

-Communication Capabilities: One comment: “I hire people that build credibility every time they open their mouths. I want to be impressed by what they ask and how they answer.  It shows me how they think, it provides insight into their character and it tells me whether they have the gray matter that I need to grow my business.”

Another indicated, “I hire great communicators and it starts with how well they listen. If someone proves to me that they are a good listener and that they understand that when someone else is talking, their only job is to understand the real intent of the person talking,” I want to hire that person.

Still another offered that she looks carefully beyond the resume and how an individual expresses himself/herself in writing. “I want to understand the complete communicator, and too often, we forget to look at how an individual presents himself in writing.  This is an important indicator of intelligence for me.”

-Decision Making Acumen: Again, my phrase, but consistent agreement.  One individual summed it up best: “I look for the individual’s examples of tough decisions.  What were the stakes? How did she assess risk?  How did she gather her data?  Who’s opinion did she seek?  How fast did she act?”

Another commented: “It’s important for me to understand how people deal with bad decisions. Some are convinced that they can fix anything and will continue to pursue a clearly bad course of action.  Others understand that accepting a bad decision and learning from it is the right next step.  If I can find good examples of how someone handled genuine mistakes, I gain great insight into an individual’s approach to business and leadership.”

The Bottom-Line for Now:

You can do much worse than improving your ability to gauge the 3 C’s and a D.  Character, communications capabilities, critical thinking skills and decision making acumen are the raw materials required for individual and organizational success.  Here’s to your hiring health!

Filed Under: "To Do" List, Career, Decision-Making, Performance Tagged With: , , ,

Leadership 2009 Style-What We Learned

November 24, 2009 By 12 Comments

compassMix one part global economic crisis with ample quantities of uncertainty and ambiguity.  Stir in two-parts ever-changing global competition and a dash of geopolitical instability and you’ll end up with something that looks and feels a lot like the world of today, complete with the mild aftertaste of fear.

You’ll also end up with a remarkable living leadership laboratory, where the best leaders are rediscovering the importance of leadership blocking and tackling while simultaneously developing the new skills and approaches required in this complex environment.

The basics of effective leadership never go out of style.  Articulating a compelling vision, backing words with actions and support, offering coaching and feedback and driving strategy are all table-stakes for good leaders and effective leadership in any era.

However, this is no ordinary era, and what worked during the last boom or even the last recession almost a decade ago, no longer fits and certainly doesn’t match or meet the needs of organizations and workers today.

The variables are different, the risks higher and the way forward for many firms in many industries masked by the fog of complexity and ambiguity.

Welcome to leadership circa 2009!

This high-anxiety environment that we’re all living in and working through has catalyzed an accelerated evolution in leadership practices, and while the period is painful for many, I truly like where this is taking us on the leadership front.

We’re learning to build the new airplane while flying the old one, and this balancing act requires remarkable leadership agility and creativity.

Consider:

  • Practices that reflect transparency, honesty, accountability and straight-talk on the tough issues are increasingly de rigueur.
  • Effective leaders are spending less time in boardrooms and behind closed doors and more time out where the work gets done, particularly in the factories and stores of their customers.
  • Employee involvement is popular again with the smartest leaders recognizing the need to enlist front-line employees in identifying and sharing customer insights and to challenge everyone else to turn those insights into improvements and value creating services, products and systems.
  • There is no “rising tide” effect lifting industries and companies.  Leadership is on display and under a magnifying glass, and the collective good results of prior years have unmasked the ineffective and in some cases, corrupt leadership practices that were glossed over when the numbers rose in defiance of poor leadership approaches and lousy leaders.

What a great time to be a leader!

Critical Leadership Lessons of 2009:

The best leaders are heeding Deming’s advice to work on eliminating fear in the workplace.  Fear is an organization killer, and the cure for this cancer is for leaders to attack it with transparency and visibility.  Those comfortable with leading from the rear have learned the necessity of moving to the front and leading the charge with a constant flow of unvarnished information on the real issues.

Leading has always been about coping with ambiguity, but in today’s fog enshrouded world  leaders are learning to reshape their cultures and their operating approaches to facilitate fast recognition and response to emerging opportunities and threats. Easy words to write…hard culture to realize, but the best leaders are working tirelessly to breed the right people, systems and behaviors to produce this sense and respond culture.

Good crisis leaders are capable of admitting, “I don’t know,” in answer to some of the most complex issues, as long as the admission is backed and packed with action.  Few crisis leaders understand the details of the path to prosperity, but the good ones recognize the power in Drucker’s comment, “Actions in the present are the one and only way to create the future.” Good leaders mobilize teams, choose a direction and go based on their best intelligence and gut hunches.  If the course turns out to be wrong, they correct without looking back and keep moving.

Organizations and leaders that recognize the complexity of this new world have jettisoned traditional planning models and approaches in favor of dynamic, fast-moving methods that facilitate market monitoring and organizational learning and place a premium on acting.  These approaches require experimentation and embracing frequent small failures on the path to success.

The foundation of any successful business is talent and while much lip service is paid to this topic, and the smartest leaders are carefully navigating the most remarkable talent pool in many generations for those anxious and motivated to contribute and prove their former employers wrong.  While it is too soon to see if talent management and leadership development will become part of the DNA of tomorrow’s organizations, the need has never been more apparent.

The Bottom-Line for Now:

The leadership observations and trends above might seem like the domain of jumbo-sized global firms with deep pockets and robust talent systems.  And while some firms of this ilk do have natural advantages and are pushing the envelope on breaking down walls and experimenting with new approaches to leadership and management (think Cisco), I’m seeing these practices in small start-ups, old-line manufacturers and innovative retail and service establishments on Main Street.

I have every reason to believe that the way forward is filled with obstacles that rival the labors of Hercules.  There are no silver bullets, no easy answers and no magical leadership or management fads that offer miracles cures.

I do however believe that necessity is pushing us to innovate in management and operating approaches, and that a new style of leader must emerge to help firms cope with the modern day Herculean labors of ambiguity, fear, complexity, speed, ever-changing adversaries and a capable but shell-shocked talent pool.  For right now however, the leader circa 2009 is busy mucking today’s equivalent of the Augean stables.  Grab a shovel and we’ll finish this together.

Filed Under: Crisis Leadership, Leadership, Leading Change, Performance, Professional Growth, Strategy Tagged With: , , , , , , ,

Leader, Who’s Sitting at Your Table?

November 19, 2009 By 15 Comments

Leader, Who's At Your Table?Once again, Mom is proven right.  You become the company that you keep.

Surround yourself with intelligent, aggressive individuals comfortable in professionally articulating their perspectives and taking accountability for both their words and their actions, and you will flourish.

Have the self-confidence to bring together groups of extremely capable individuals with varying skills and divergent views and you will be challenged to raise your game every day and on every key issue.  This type of an environment sharpens your skills, keeps you honest and ensures that you focus on your job…creating the environment for others to do theirs.

Show me a troubled organization and I’ll guarantee you that I’ll find leaders that failed to remember and heed Mom’s advice.

Instead of the super-charged professionals in high performance organizations, I’ll find Yes-Men (and women) or individuals of questionable character and even more questionable motivation.

It’s certainly not new news that many less than effective or overly paranoid leaders view it as important to secure their power by surrounding themselves with individuals less capable and if you’ll pardon the term, weaker than themselves.  It’s an ancient story, and a tactic that is both visible to all and horribly flawed.

I’ve built winning teams in global giants and in small, troubled and ultimately successful firms, and I’ve yet to experience a case where an organization was worse off because I found the smartest people that I could and put them in positions to do what they do best…drive positive change and create value.  There was remarkable joy and success in watching and supporting these people tackle challenges that I could not master on my best day.

The Bottom-Line:

If you don’t have the self-confidence to hire people smarter and stronger than you are, it’s time to get out of the leadership profession.

If you are preoccupying on fixing people’s weaknesses instead of leveraging their strengths, it’s time to get out of the leadership profession.

If you can do better, then take time to assess what potential mix of strengths plus values will help you and your firm, and don’t rest until you’ve put those people in place.  Then start leading by doing everything in your power to help them succeed.

Oh, and once you’ve set this new table with talent, be prepared to find out how great and what a privilege it is to serve others.  And last and not least, remember to thank Mom.

Filed Under: Career, Leadership, Performance, Professional Growth Tagged With: , , , ,
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