Talent Management - November 2008 - (Page 43)

onstrate these behaviors. Recognition and identiﬁcation of these behaviors in future leaders is the talent manager’s ﬁrst step in any effort to unleash new leaders’ potential or to create the appropriate development opportunities to boost an organization’s existing leaders. There are many assessment tools in the marketplace that can help evaluate these motivators within an organization’s hiring and development practices. These motivators affect an employee’s entire life cycle, from recruiting — either internally or externally — to developing or integrating them and ultimately to retaining them. From a recruiting standpoint, it is now more clear what a successful leader looks like. But assessment tools, when combined with traditional interview techniques, can help an organization evaluate a candidate’s ability to demonstrate effective leadership attributes. Once on-board, the talent manager’s understanding of an individual’s and an organization’s leadership motivators can signiﬁcantly improve the chances a leader will be fully engaged and successful. Further, for a leader to thrive and realize his or her full potential, an organization must develop on-boarding protocols and development plans to help that person. These plans must work within the orga- nization’s culture and support consolidation of three primary kinds of motivators that make successful leaders: • Individualistic: The desire to direct and control, where individual advancement may be more important than other people. • Utilitarian: Rewards return on investment, talent and time — where wasted time, materials and resources create stress. • Social: A humanitarian drive and the desire to reduce pain and conﬂict, where too much emphasis on bottom-line results and an insensitivity to people will cause frustration in this leader. This is a new leadership paradigm, and the individualistic and utilitarian motivators may seem to conﬂict with the social motivators at times. Understanding how to manage this in an organization is imperative to talent managers’ success. According to a recent study by Camden Associates, 60 percent of new executives fail within 16 months. Organizations often don’t understand how to integrate a successful leader or how to maximize his or her full po- November 2008 talent management magazine www.talentmgt.com 43 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - November 2008

Talent Management - November 2008 Editor’s Letter Contents Human Performance Leading Edge Learning Connections Recruitment & Retention Assessment & Evaluation Compensation & Benefits Performance Management Learning & Development Succession Planning Insight Dashboard Application Advertisers’ Index Editorial Resources Full Potential

Talent Management - November 2008

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