Talent Magnet

Mark Miller

• Editorial: Berrett-Koehler Publishers
• Año: 2018
• ISBN:
  9781523094974
• Categoría: Commerce
• Categoría: Leadership

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 actionable—born out of firsthand research and told through a readable and relatable story. I read it straight through." —Stephen 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." —Randy Street, New York Times -bestselling coauthor of Who "Great people are going to work somewhere—why 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." —Jon Gordon, Wall Street Journal -bestselling author of The Energy Bus

A Bigger Vision

Blake was anxious to attend the next meeting with his new CEO friends. He wanted to hear the progress they had made on the talent front.

They met in the same hotel banquet room. Déjà vu: each leader once again lamenting the state of talent and sharing the same difficulties he or she had shared in their first meeting. Honestly, Blake was shocked at the lack of progress. Then, it was his turn.

“We’ve been busy. We really are convinced our organization can become a Talent Magnet—a place so compelling, Top Talent will line up to work for us.”

Earl Bannon interrupted and said, “Sounds like the youngster has been smoking something they don’t sell at the corner store.” A few laughed at Earl’s attempt at humor.

“Not tonight, sir. But I can tell you what we’ve been doing. We’re trying to determine what it takes to build a Talent Magnet.”

“Did you figure it out? Don’t keep us in suspense—I’m not a young woman,” said Mrs. Livingston.

“Well, I think we have.”

“Do any of you know what Top Talent really wants?” Blake asked.

“Cash?” someone asked.

“They 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. That’s what we’re working to give them. The extent to which we are successful in this endeavor will determine our organization’s success over time.”

Blake’s brief comments sparked a candid and often heated conversation. There were many questions. Blake answered the ones he could; others, he admitted he didn’t know the answers—yet.

“Still sounds crazy to me,” Ed said.

“I’ll tell you what’s crazy—hoping things will get better.” Blake’s energy ticked up a notch. “Hope is not a strategy.

I’ll tell you what’s crazy—hoping things will get better.

“My son is sixteen years old. If he were graduating from college today, I’m fearful—no, I’m confident he would not want to work for my company. That is unacceptable to me.

“My organization needs more Top Talent. I’m 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!

“And when we do, we’ll attract Top Talent from our city, our state, and beyond; we’ll create such a compelling force, we’ll find men and women from around the world will want to work with us. That’s what we’re building.”

At Charles’s 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.

“What’s next? I guess we should tackle the Bigger Vision today,” Ben suggested.

“Sounds good to me,” Kim said.

“How should we approach this?” Rose asked.

“Any ideas?” Kim turned the question back to the group.

“Let’s go back to the data on this one. There are focus group comments, but the data is clear and, frankly, surprising to me,” Charles said.

“Why would you say that?” Gary asked.

“Here’s the truth: if you had asked me before we did this research what Top Talent values, I would have guessed that both leadership—Better Boss and personal growth, Brighter Future—would be at the top of their list. But I would not have predicted that a Bigger Vision would be that important.”

“Why is it important?” Ben asked.

Kim pulled out the data file and projected it for everyone to see.

As they sat looking at the screen, Ben said, “Who can interpret this for us?’”

Rose said, “I can. As it relates to this facet of a Talent Magnet, there were two things that stood out when comparing top and typical talent.

“First, 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.

“The 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.”

“Yes, the actual question on the survey pertained to ‘making a difference in society,’” Gary added.

“Top talent has more of a future orientation than their counterparts,” Kim said. “It comes through over and over again.”

“So, when we combine these findings—the importance of mission, values, and the desire to make a difference—a Bigger Vision appears to be a good way to represent these ideas,” Rose concluded. “I think Clint and his friends got it right again!”

“Does this make sense to everyone?” Ben asked.

“I think so. Let me try to play it back a little differently,” Kim said. “Top Talent wants a real connection with their employer—more than just a paycheck. They want to be part of something with their employer. That’s why the mission and values matter to them.

“Right,” Rose said, adding, “They want a personal resonance with the organization—not just a transactional relationship.”

“Also, if you’re a person who wants to make a difference in the world, wouldn’t you want to be part of an organization that feels the same way? It feels like an alignment issue to me,” Gary said.

“So how do we communicate what we just talked about in a few words?”

“I’m struggling a little with how to proceed,” Kim said.

“What if we start with the leader’s role in creating, sustaining, and achieving a Bigger Vision?” Gary asked.

“Okay, who has something to kick us off here?” Kim asked.

“Assuming you already have a vision, which we do,” Peggy began, “I think one of the things leaders do is Ensure Alignment.”

“I think that’s clear, but say a little more,” Ben probed.

“Well, 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.”

“Any questions remaining on this one? Can we agree, one of the key leadership behaviors to make the Bigger Vision a reality is Ensure Alignment?” Charles asked.

Creating alignment is one of the most important things leaders do.

Everyone nodded.

“What else?” Rose asked.

“How important is vision to people, really?” Gary asked.

“Well, according to the data, it matters a lot to Top Talent,” Ben said.

“Really? I’m still not sure. I know, I know, we have the data; but seriously, I’ve worked in places where I never even heard the vision. Honestly, I’ve worked in a few companies that I’m fairly sure didn’t even have one,” Gary said.

“I think you’re on to something,” Charles said.

“I am?” Gary said.

“Yeah,” Rose nodded. “A vision is of no value if people don’t know it. I think that’s a candidate for our next leadership behavior.”

“Maybe, but there’s something more important than knowing,” Ben added. “People must feel connected to it—personally.”

“What about Foster Connection as our second leadership best practice?” Peggy asked.

“I like it,” Rose said. “Thank you, Gary, for helping us see that. I would have missed it.”

“What’s next?” Charles asked.

“I think there’s a big idea we haven’t discussed yet,” Peggy offered. “I think a Bigger Vision must be far-reaching.”

“Isn’t that why we call it a Bigger Vision?” Gary asked sarcastically.

“Sure, I get that,” Peggy replied. “But here’s what the data indicates: top performers want to make a diffe...