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Talent management – you get what you expect. By Andrew O'Keeffe PDF Print E-mail

For the last 20 years I've watched a crop of young people identified in the late 1980s as ‘high potential leaders' in IBM Australia develop into top business leaders. One of the crop became a global executive with Microsoft, one is currently the CEO of IBM Australia and one is the CEO of Australia's largest telco.

Back then we worked on a rule of thumb that it took around 20 years to grow a senior executive, so about 5% of young staff were identified and developed to provide the pipeline of leadership talent for the next generation.

With such a good track record, were we gifted at spotting and developing talent? Or is there another explanation from the human instinct of classifying that more fully explains what unfolded and that we should incorporate into talent planning in organisations?

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You're the Boss…Now What? PDF Print E-mail

Congratuations! You scored that big promotion and have moved up from the world of prospecting and sales quotas. You now have the nice office with the large desk-and all the managerial responsibilities to go with it. But just because you were a star seller, it doesn't mean you'll automatically be a star manager too. And, sadly enough, many organizations don't provide their newly promoted managers the proper training-even though one could cost them as much as one million dollars in lost productivity.

Do organizations realize this?

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Hardwired Humans . . . and Change. By Andrew O'Keeffe PDF Print E-mail

© Hardwired Humans

Mostly from painful experience, business leaders learn that change management is a critical skill. The fact that 70% of change initiatives fail indicates that change is complex and risky. But it doesn't have to be that way-if we manage change in the fresh light of hardwired human behaviour.

 

A current situation facing an organisation I know raises the issues that occur in most change situations. What would you do to manage the human dimension of the business change outlined below? And how can the knowledge of human instincts help you predict the human response and manage the change successfully?
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What’s your new boss like? PDF Print E-mail

With the number of people now being laid off, there's a good chance that you may have a new boss.  At the very least you're likely to know someone who has a new boss, or perhaps you have just taken on a new management role yourself. 

What influences the relationship between the new boss and the group?  Do these influences impact the performance of individuals or the entire group?

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A lesson in change management from the two presidents PDF Print E-mail

Why do many change management initiatives fail?  The recent US presidential election gives some clues for success.

Much of the press focus over the election of Barack Obama to US president, has rightly, been the "hope for change" that his new policies will bring.  But for managers, there has also been a great lesson in the lead up to the inauguration - the smooth transition of power from the outgoing to the incoming president.

This is a change management process that seems to have succeeded where many change management initiatives fail. 

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