Training Magazine Middle East March 2015 - Page 30

Leadership

managing top talent

BY DR BARRY CUMMINGS

Let us all agree on one thing at least. Managing talented individuals is not simple. Some leaders might be able to do a bit better job than others when it comes to talent management, but the effectiveness’ thirst remains to be quenched.

In today’s world, managing talent is an art. And a science. Mix engineering with it. With the advent of modern technology, the world is becoming closer than we expected it to be, the new generation’s demand is, as it seems, out of bounds. They are restless, demanding, and always ready to leap an extra mile to be better than the others. Managing such talented individuals in today’s age is a gruesome task.

In older times, leaders managed talent through building capabilities, providing direction, guidance and inspiration through their own actions. The process to develop a great leader was pretty simple: follow the leader, and see how he reacts, behaves, acts, reacts and manages.

This defined competencies and built performance.

This is not enough today. There are a few things that we need to keep in mind while managing talent in the current age:

1. Motivation for exceptional performers:

When was the last time you motivated already great performers using a stick and carrot approach? When was it that you threw a challenge at the best of the best, and they were super charged to go for it? Never.

You don’t need simple and basic motivation, incentive and standard procedures to entice, motivate and encourage a talented individual to move up the ladder, or to stand out from the rest.

Because, frankly speaking, they are already standing out with their accomplishments shining on their shoulders.

30 | TRAINING MAGAZINE MIDDLE EAST MARCH 2015

towards leadership

BY FAHAD KHAN