TM - November 2007 - (Page 12)

[letters to the editor] Leadership: A Work in Progress I have always enjoyed reading Marshall Goldsmith’s Full Potential column because of his comments on leadership and the behaviors of successful leaders. In the July column, however, some of his statements are not all black or white. I wanted to respond with a few additional insights obtained through 30 years of experience. People in senior roles, more often than not, do not have the minimal technical skills they need to identify, manage or develop others who do need more-advanced skills. I Based on the column’s medical example, I know a medical school back in the mid-’70s that taught such things as bedside manner, ethics, society and customer service. Although the students seemed to get high marks during and immediately following their residency programs (longitudinal study), these doctors were hired, referred to and rewarded because they had deep, technical competence. Now, the hospital system or insurance company might get heat because of poor “bedside manner,” but they keep physicians because they continually deliver results. which skill or competency it comes. We need to be sure our “leaders in training” have all of the capabilities they will need to face the challenges of the future. To quote a recent American business icon, “Where have all our leaders gone?” An answer: They are a work in process that needs more attention. Lewis W. Parks President and Founder Lewis W. Parks Associates Fortune Cookies Aren’t Chinese have seen this again and again, especially when they are looking to hire someone. The recent high-growth period (the last 10 to 15 years) and the increase in C-level exits have shown us that we have been putting executives in roles they were incapable of fulfilling. I think this has been caused by our or their inability to know what “value” is needed for a role (“… but they had great people skills”). It does not matter whether a role requires more technical or behavioral/interpersonal expertise — how a role is measured is often what drives the incumbents’ actions and interactions. Upon picking up the August 2007 issue of Talent Management magazine from my mailbox, I felt obliged to communicate my immediate reaction to the cover photo. I am very surprised and To me, leaders disappointed that your editorial staff approved and leadership the use of a fortune cookare about ie as part of the image understanding, representing Asia — the fortune cookie is an creating and American invention. As sustaining an American, I am value, no matter embarrassed that a special report on underfrom which skill standing global talent or competency management so clearly it comes. displays a lack of understanding global culture. It – Lewis W. Parks serves as an illustration of the continued ignorance and arrogance of our society by assuming that an The column’s last sentence states, “ As we advance in our careers, changes item of American origin, associated in behavior are often the only signif- with Americanized Chinese food, is an appropriate symbol for repreicant changes we can make.” senting Asia. Yes, we do change our behavior and often because of external influ- A fortune cookie. Really? I expected ences such as performance meas- more from TM. ures, incentives, training, environ- Zachary Boose ment or culture (as well as internal Ann Arbor, Mich. influences such as motivation, Editors’ Response: ethics and personal vision). If we Thank you for your note. We always are smart, we grow and adapt value reader feedback and apprecibecause we know “value” is conate your high expectations of Talent stantly changing — as should the Management magazine. Given the leaders around us. increasingly global environment in To me, leaders and leadership are which organizations operate, culturabout understanding, creating and al sensitivity must be paramount in sustaining value, no matter from the minds of today’s talent man- 12 November 2007 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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