TM - January 2008 - (Page 41)

ple, a company that executes its business strategy on a global scale cannot hope to successfully transition this execution from a 30-year global veteran to an individual who has only worked domestically — no matter how high potential that individual may be. The traits and skills of the leader have to be specifically mapped to the strategies and goals of the organization. Further, a leader’s job changes as the person transitions from first-level to midlevel status and then to business unit leader, senior executive and, ultimately, chief executive roles. Within this changing dynamic, however, there are some consistent “predispositions” that leaders need at all levels, such as self-confidence, emotional control, consideration and responsibility, and the ability to solve problems in a creative manner. The more of these traits an individual has, the more likely he will develop into an effective leader no matter what the specific leadership needs are. With leadership roles of higher responsibility come more complex challenges, a greater freedom to act and decisions that carry increasing significance. The more senior the leadership role, the more difficult and less well defined the challenges. Leaders need the ability to analyze and detect patterns or themes — especially in ambiguous or quickly changing situations — and they need the confidence to make deci- sions, even though those decisions can have a powerful and widespread impact. Individuals with the characteristics to make these transitions easier, faster or smoother will progress further and faster. They are the ones who have the capacity to develop. They are the ones with potential. Translating Potential into Performance However they are identified, without training and preparation, employees with leadership potential will not become effective leaders. Training and development can help to create a reliable talent map. For employees early in their careers, companies can provide training that is broad, inclusive and low cost. Even at this level, however, training should be specifically tailored to and focused on the skills needed to execute specific business objectives and goals. By looking at the skills that are most useful to the company at a broad level, a baseline talent map can be created. To be most effective, companies should look for or develop three things in young employees: • Insight to understand what leadership skills they need to develop. • Motivation, capacity and opportunity to develop these skills. January 2008 talent management magazine www.TalentMgt.com 41 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - January 2008

TM - January 2008 Editor's Letter Contents Learning Connections: Working With Those People Leading Edge: Hub Caps for a Buggy Human Performance: Hawthorne Effect Revisited Beyond Affirmative Action: The Changing Face of Recruitment Assessment Centers in Talent Management: Strategies, Use and Value Nontraditional Benefits- How to Hook the Best Talent Intersection of Web 2.0 and Talent Management Cross-Training for Workforce Agility Mapping Talent Among Younger Workers Dashboard: Using Personality Data to Identify and Develop High-Potential Leaders Application: Shaffer Title Uses Myers-Briggs to Develop Common Corporate Language, Jump-Start Growth Insight: Dreier, Stein & Kahan LLP: Using Strategy to Bring Back the Law Profession Advertisers' Index Editorial Resources Full Potential: Stop in the Name of Leadership

TM - January 2008

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