TM - February 2008 - (Page 45)

supplies engineering, manufacturing, leasing, maintenance and consulting in one package. Therefore, the most successful leaders will have the ability to take charge of situations without formal titles, while emphasizing the benefits of doing so. They will need to be big-picture thinkers who recognize cause and effect over geographic and demographic areas quickly, and can easily adapt and shift in direction as new opportunities arise. • Green initiatives. No doubt about it, it’s chic to be green. Businesses will not be able to ignore the impact of environmental consciousness on employees or their business operations. Already, governments are starting to exercise their power to impose energy taxes, recycling taxes and higher penalties to get rid of industrial waste. Many companies quickly learned that substantial savings can be made through green initiatives. The challenge for would-be leaders is to communicate effectively with various stakeholders and institutional investors to ensure their support. Of equal importance will be the ability to balance business needs with environmental needs and the ability to take a stand for longer-term community benefits. • Moral compass. Ethics play a big part in defin- ing leaders. Today, major government entities are trying to establish moral standards. This means future leaders will need to operate under differing standards throughout the world, lead corporate initiatives that address greed and fairness, and set standards and get others to behave within established guidelines. • Interim leadership. In the fast-moving distributed environments businesses must operate in, predictive models show that leadership is increasingly becoming a temporary thing. Work is increasingly project oriented, requiring leadership for defined periods of time. Someone who was a leader on project A might be a technical adviser on project B. Thus, leaders will need to be highly comfortable handling short work engagements or fleeting opportunities. Future Leadership Capabilities Any discussion of future capabilities, or competencies, is fraught with one specific hindrance: present thinking. When people look at future competencies, they tend to put them in the context of what is currently known. For example, when a management review team assesses an employee to determine potential leadership capabilities, it is assessing the individual against the competencies and behaviors talent management magazine www.TalentMgt.com 45 February 2008 http://www.TalentMgt.com

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

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.