The Wall Street Journal -bestselling author "provides a pragmatic approach to the art of attracting and retaining top talent... A must-read for leaders" ( Candice L. Saunders, President and CEO, WellStar Health System). What Does Top Talent Really Want? More than vision, strategy, creativity, marketing, finance, or even technology, it is ultimately people that determine organizational success. That's why virtually every organization wants more top talent. But do you know what they're looking for? It might not be what you think! Talent Magnet will show you how to attract and keep great people. "The war for talent is on, and many good leaders and organizations are really struggling. Talent Magnet presents a terrific approach that is both insightful and actionableāborn out of firsthand research and told through a readable and relatable story. I read it straight through." āStephen M. R. Covey, New York Times - and #1 Wall Street Journal -bestselling author of The Speed of Trust "People drive your success more than anything else, and Mark Miller shows us how to attract the best of them to your company." āRandy Street, New York Times -bestselling coauthor of Who "Great people are going to work somewhereāwhy not for you? Talent Magnet will show you how to attract the people every organization wants. Read it to take your team and organization to the next level." āJon Gordon, Wall Street Journal -bestselling author of The Energy Bus
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āWeāve been busy. We really are convinced our organization can become a Talent Magnetāa place so compelling, Top Talent will line up to work for us.ā
Earl Bannon interrupted and said, āSounds like the youngster has been smoking something they donāt sell at the corner store.ā A few laughed at Earlās attempt at humor.
āNot tonight, sir. But I can tell you what weāve been doing. Weāre trying to determine what it takes to build a Talent Magnet.ā
āDid you figure it out? Donāt keep us in suspenseāIām not a young woman,ā said Mrs. Livingston.
āWell, I think we have.ā
āDo any of you know what Top Talent really wants?ā Blake asked.
āCash?ā someone asked.
āThey do want to be paid a fair wage, but that is not what really excites them, and it is not what will keep them. Top Talent wants three things: A Better Boss, a Brighter Future, and a Bigger Vision. Thatās what weāre working to give them. The extent to which we are successful in this endeavor will determine our organizationās success over time.ā
Blakeās brief comments sparked a candid and often heated conversation. There were many questions. Blake answered the ones he could; others, he admitted he didnāt know the answersāyet.
āStill sounds crazy to me,ā Ed said.
āIāll tell you whatās crazyāhoping things will get better.ā Blakeās energy ticked up a notch. āHope is not a strategy.
Iāll tell you whatās crazyāhoping things will get better.
āMy son is sixteen years old. If he were graduating from college today, Iām fearfulāno, Iām confident he would not want to work for my company. That is unacceptable to me.
āMy organization needs more Top Talent. Iām thankful their demands are simple: to be led well, to live with the hope and promise of a better future, and to be part of a bigger vision. We can do this!
āAnd when we do, weāll attract Top Talent from our city, our state, and beyond; weāll create such a compelling force, weāll find men and women from around the world will want to work with us. Thatās what weāre building.ā
At Charlesās next team meeting, the first item on the agenda was to continue clarifying the components of a Talent Magnet and the leadership behaviors that would make it all real.
āWhatās next? I guess we should tackle the Bigger Vision today,ā Ben suggested.
āSounds good to me,ā Kim said.
āHow should we approach this?ā Rose asked.
āAny ideas?ā Kim turned the question back to the group.
āLetās go back to the data on this one. There are focus group comments, but the data is clear and, frankly, surprising to me,ā Charles said.
āWhy would you say that?ā Gary asked.
āHereās the truth: if you had asked me before we did this research what Top Talent values, I would have guessed that both leadershipāBetter Boss and personal growth, Brighter Futureāwould be at the top of their list. But I would not have predicted that a Bigger Vision would be that important.ā
āWhy is it important?ā Ben asked.
Kim pulled out the data file and projected it for everyone to see.
As they sat looking at the screen, Ben said, āWho can interpret this for us?āā
Rose said, āI can. As it relates to this facet of a Talent Magnet, there were two things that stood out when comparing top and typical talent.
āFirst, when asked to rank the factors that would attract them to work for an organization, the mission and values of the organization mattered significantly more to Top Talent than they did to typical talent.
āThe second thing we see regarding the Bigger Vision is that Top Talent wants the opportunity to make a difference. We have interpreted that to mean a difference in the world.ā
āYes, the actual question on the survey pertained to āmaking a difference in society,āā Gary added.
āTop talent has more of a future orientation than their counterparts,ā Kim said. āIt comes through over and over again.ā
āSo, when we combine these findingsāthe importance of mission, values, and the desire to make a differenceāa Bigger Vision appears to be a good way to represent these ideas,ā Rose concluded. āI think Clint and his friends got it right again!ā
āDoes this make sense to everyone?ā Ben asked.
āI think so. Let me try to play it back a little differently,ā Kim said. āTop Talent wants a real connection with their employerāmore than just a paycheck. They want to be part of something with their employer. Thatās why the mission and values matter to them.
āRight,ā Rose said, adding, āThey want a personal resonance with the organizationānot just a transactional relationship.ā
āAlso, if youāre a person who wants to make a difference in the world, wouldnāt you want to be part of an organization that feels the same way? It feels like an alignment issue to me,ā Gary said.
āSo how do we communicate what we just talked about in a few words?ā
āIām struggling a little with how to proceed,ā Kim said.
āWhat if we start with the leaderās role in creating, sustaining, and achieving a Bigger Vision?ā Gary asked.
āOkay, who has something to kick us off here?ā Kim asked.
āAssuming you already have a vision, which we do,ā Peggy began, āI think one of the things leaders do is Ensure Alignment.ā
āI think thatās clear, but say a little more,ā Ben probed.
āWell, it seems to me the real power in a vision is harnessing the collective energy of an organization. If everyone is not in sync, you lose a lot of energy, productivity and impact. I think creating alignment is one of the most important things leaders do.ā
āAny questions remaining on this one? Can we agree, one of the key leadership behaviors to make the Bigger Vision a reality is Ensure Alignment?ā Charles asked.
Creating alignment is one of the most important things leaders do.
Everyone nodded.
āWhat else?ā Rose asked.
āHow important is vision to people, really?ā Gary asked.
āWell, according to the data, it matters a lot to Top Talent,ā Ben said.
āReally? Iām still not sure. I know, I know, we have the data; but seriously, Iāve worked in places where I never even heard the vision. Honestly, Iāve worked in a few companies that Iām fairly sure didnāt even have one,ā Gary said.
āI think youāre on to something,ā Charles said.
āI am?ā Gary said.
āYeah,ā Rose nodded. āA vision is of no value if people donāt know it. I think thatās a candidate for our next leadership behavior.ā
āMaybe, but thereās something more important than knowing,ā Ben added. āPeople must feel connected to itāpersonally.ā
āWhat about Foster Connection as our second leadership best practice?ā Peggy asked.
āI like it,ā Rose said. āThank you, Gary, for helping us see that. I would have missed it.ā
āWhatās next?ā Charles asked.
āI think thereās a big idea we havenāt discussed yet,ā Peggy offered. āI think a Bigger Vision must be far-reaching.ā
āIsnāt that why we call it a Bigger Vision?ā Gary asked sarcastically.
āSure, I get that,ā Peggy replied. āBut hereās what the data indicates: top performers want to make a diffe...
