Many middle market CEOs are stuck in an exhausting reality of wanting a strong bench of talent but not being able to build one. Leaders exert a tremendous amount of thought and energy trying to build a workforce of productive employees with a “can-do” attitude. But despite their best efforts, such a workforce seems to be an elusive dream. The bad news is that many CEOs are burdened by a constant onslaught of people problems that seem unresponsive to normal fixes. The good news is that this painful cycle can be turned around by challenging old assumptions to clear the way for new thinking.
Why the words we use impact our ability to build a strong bench of talent.
Words matter. The conversations we have with employees can inspire professional growth and ignite positive change. The adjectives we select when discussing an employee’s performance can make an impact on a person’s ability to embrace feedback and grow.
Every leader dreams of having strong employees who hit all key objectives and bring a great can-do attitude to work every day. So how does a manager match his or her hopes of a strong workforce to actually having one? Performance Management is a critical piece of the process that allows leaders to achieve this elusive dream.
Knowing your talent is as important as knowing your numbers. The question is, why do so many chief executives detach from talent management processes? How have executives come to approach recruiting as a cost center and succession planning as an investment? And why do leaders focus on financials but neglect to tie those results to the very people who keep the organization running?