Hi Susan:

Thanks for sharing the great insights. Getting rid of the pretense and eliminating the lip service associated with all aspects of leadership is sound counsel Susan. Thanks again for stopping by.

Assigning a c-level exec this accountability can turn out to be more lip service because as Mark pointed out talent management must be every leaders job for it to work.

There is another sad reality underlying this issue – most people in leadership positions today understand the importance theoretically and agree in principle but have no idea what it even means OR how to do it. Why would they? I would venture to say that most people in leadership positions found their way there in spite of a lack of effective talent management (or leadership development for that matter).

One way to stop the lip service and get into meaningful action is to put the moose on the table – the moose in this case just might be “we don’t know how either as individuals and/or as a team.” Once the pretense is removed the real work can begin.

Hi Roy:

Thanks for the insightful comment. I have always believed that leaders who don’t embrace talent do not deserve to retain it. Thanks for the great reminder. Have a great weekend Roy.

Thanks for your thoughtful post, and your clear thinking on this subject.

Roy

Thanks for sharing in such a transparent fashion. This is the type of information that can help others who read this thought stream. Along those lines heres an observation – examine every critical aspect of a business and you’ll find at some level that it’s dependent on people. Leaders who fail to recognize this, or espouse on emphasis on systems/process/tools over caring for people are usually headed straight for the proverbial brick wall. I’m not suggesting that systems and processes aren’t important, but it’s critical to remember that the real value of infrastructure is to support, enhance, and leverage the value of talent. Thanks for sharing Mark.

Well said Erin. If you treat your team as little more than a means to an end, you’ll rarely reach the end, and if you do, it won’t be what you expected. Thanks for stopping by Erin.

William:

I always appreciate the candid nature of your observations. I also appreciate the fact they’re usually spot-on. Thanks for sharing William.

Hi Tom:

Thanks for sharing these important thoughts. Many leaders tend to have unrealistic expectations out of the gate. The fact is no matter how well an organization is operated, business is messy and people are even messier. Vision, strategy, and implementation efforts need to be built on this understanding. Thanks for sharing Tom.

Great insights Wally. What’s interesting to me about the dichotomy you describe is that leaders who care for, and serve their people succeed, while those who fail in these endeavors eventually fail. Leadership is all the about the people for it is the people who accomplish the mission – not the leader. Thanks for stopping by Wally.