TM - April 2008 - (Page 42) recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning [learning & development] by David Peterson Foundational Traits vs. Accelerators: What Can and Can’t Be T aught “She’s a born leader.” We’ve all heard that phrase used to describe a colleague, subordinate or boss. But can someone really come out of the gates ready to take the helm of a project, a division or even an entire organization? Probably not. But those with the right foundational traits — those they were born with, such as mental aptitude, energy level and thought focus — have a much better chance of becoming successful leaders. hink of foundational traits like a rubber band. Leaders can stretch these attributes, but only so far. For example, people can work to be more independent if their natural inclination is not to be, but at a certain point, going out on a limb with their own ideas will fall beyond their comfort zones. In contrast, accelerators are experiences and interests that help leaders grow and prepare them for new challenges. Examples of experiential accelerators include participating in rotational assignments, being part of a team responsible for critical organizational change or being responsible for high-risk situations. In terms of motivations and interests, an ideal high-potential candidate is someone who is energized by increasing challenges and responsibilities, and motivated to acquire skills and experiences necessary to succeed. When organizations analyze key talent, it is critical they first consider foundational or hardwired traits. If a leader lacks core foundational traits, it will be hard to acquire him or her later for a role a few levels up from the leader’s current position. However, leaders who are missing some of the accelerators can actively pursue them, increasing their odds of long-term success. Another important factor is the type of role for which a leader is being groomed. If someone is being considered for a mid- to upper-level accounting role, it may be all right if he or she does not have a high level of independence because the function is so clear. But at the highest levels of management, in all functions, including accounting, lack of independence can become a knockout factor. T Foundational traits and accelerators are especially important for organizations looking at long-term talent investments. How people perform today is not always a good indictor of how they will do in higher positions requiring different skills and aptitudes they may not have learned at lower levels. Some things are much more difficult to learn than others. Identifying people with the necessary foundational skills is essential when their current and past roles have not tested them on skills required for a new position. Picture two excellent hands-on managers who are receiving coaching. The first consistently delivered more than was expected of him and focused on achieving the objectives set by his superiors. The second manager delivered, too, but in a way that occasionally gave his supervisors heartburn. He challenged the direction he was given, preferring to question the status quo and pursue breakthrough ideas that had even greater impact than expected. When it came time for the organization to choose which manager would be better for a key senior-level position, top executives were leaning toward the first manager because he was seen as a real team player. Why did the executives automatically choose the easier candidate when higher roles call for increased thought agility and the ability to make quick decisions on one’s own, without being told what to do? This isn’t to say someone who defies authority is automatically a good choice. But organizations should think about talent on a spectrum — from someone who will only do what conforms to those who think they have all the answers. The perfect person should behave somewhere in the middle. Giving the second manager 42 April 2008 talent management magazine www.TalentMgt.com http://www.TalentMgt.com
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