On February 5, 2012 at Lucas Oil Stadium in Indianapolis, Indiana, a Super Bowl Champion will be crowned. I do not know which team will win, although, though I am a Cowboys fan, you almost have to root for Manning and the Colts at their home field.
But I know that every team in the league will follow pretty much the same disciplines to try to win the prize.
Here’s what no team will do: the supervisors of each department (the coaches over each area) will not gather their players together and say, “ok guys – our goal is to win the Super Bowl. Here’s your assignments – We’ll check back with you in December to see how you are doing.”
You get it, don’t you?! Such an approach would be ridiculous.
Each team will have countless meetings. The entire team will meet, and then, each player meets with the other players and the coach over his area, over and over and over again, throughout the season. They have mid-course corrections every week, every day, every game. If the defensive coach sees a problem, he will call an “emergency” meeting in the middle of the game, on the sidelines, and give corrective instructions. And player after player receives one-on-one coaching constantly, throughout each game
These guys take it seriously.
And yet, as seriously as every team, every player, every coach takes it, only one team can come out on top. It really is a competitive world out there.
So – what’s the point of this short blog post? It is this. The ridiculous scenario, the “here’s your assignment, I’ll check back in five months” approach, is exactly how too many people “try to succeed” in their business. People are given assignments, and then left on their own. No meetings, no mid-course-correctives – just “Here’s your assignment – I’ll check back in five months.” So many leave it all to an “annual performance review” to “check in, and offer needed coaching and correctives.” This is a guaranteed scenario for failure.
You may not win the Super Bowl, but without regular meetings, constant coaching, mid-course correctives, constant attention, and constant encouragement when the job is well done, you won’t even be able to play on the same field as the big boys.
As I have said and written often, “you accomplish what you meet about!”
Even in a down-economy, discussions about assessing, developing, or obtaining talent will not go away.
Indeed, this week we learned about another business best-seller on this topic.
Top Talent by Sylvia Ann Hewlett (Harvard Business School Press, 2010).
Over the years, at the First Friday Book Synopsis, we have featured books such as these on talent:
- The War for Talent by Ed Michaels, Helen Handfield-Jones, Beth Axelrod (Harvard Business School Press, 2001)
- Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else by Geoff Colvin (Portfolio, 2008)
I think the major reason that the quest for talent will not go away is that it is part of the consideration at the top of a company’s Performance Management system. The first step is to “hire the right person.” The second step is to get the person off to a good start with proper orienting or onboarding. What’s funny is that if more companies would take the time to get the right person and get that person off to a great start, everything else under performance management would fall in place. For example, companies would need to less counseling, progressive discipline, firing, and so forth.
However, this is not the case! When managers have openings, they want to fill them as quickly as possible. Companies are not taking the time and care to be sure that the new hire is a proper fit. Talent is a huge consideration in this process, but not the only factor. Yet, it is this rush to fill an open position, rather than ensuring that a person is right for the job, that creates so much trouble.
I understand this. Many times managers with open positions do the work of the open position. That means at least two jobs – if not more. But, I think of the old line, “do you want to pay me now or pay me later?” A company does not have to take the time to get the right person, but when it does not, it will pay for it later in many ways.
Talent is important. That’s why we continue to see authors write about it, and why we see customers purchase books about it, that ultimately make best-seller lists.
What do you think? Let’s talk about it.
P.S. – By the way, did you know you can purchase synopses of the two talent books I refer to above at 15MinuteBusinessBooks.com? You get the audio presentation along with an outline and sheet of key quotes.