Managing talent involves responding to what a person can do well.

I listened to what the Minister responsible for Economic Transformation had to say with rapt attention, because of my conviction that at the crux of anything, humans are the ultimate drivers! He said so too and went on to state that as with raising children, intervention must precede nurture.  So clear and simple but easily missed when developing Human Capital.

There are very progressive companies which have Leadership Development programs which groom candidates with high potential in fostering trust, giving clear directions, thinking globally etc.

You can achieve more when you are sure that your colleague has your back covered.

You can achieve more when you are sure that your colleague has your back covered.

But too many companies have set systems of performance management which – unknowingly – stifle the growth of their staff.  This happens because someone who performs well gets promoted to a higher set of functions, without being oriented into the functional changes.

I recall conducting a class for administrators being groomed for management positions when one of the participants caught us by surprise.  From learning about the new requirements, he decided that they did not suit his personality and that his peak performance was by staying as an administrator.  He realized what had been making him unhappy, and determined to turn down the promotion he was being groomed for.  Good for him!  And his company too retained a peak performer instead of creating a frustrated manager.  An administrator intervenes, while a manager nurtures and both require different skill sets.