The Truth about Talent: A Guide to Building a Dynamic Workforce, Realizing Potential and Helping Leaders Succeed
ISBN: 0470748826
EAN13: 9780470748824
Language: English
Pages: 272
Dimensions: 1.00" H x 9.00" L x 6.00" W
Weight: 1.00 lbs.
Format: Hardcover
Publisher:

The Truth about Talent: A Guide to Building a Dynamic Workforce, Realizing Potential and Helping Leaders Succeed

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Book Overview
Key themes in the book are: 1. The need to revaluate how people contribute and create value in today's economy - it is about knowledge, innovation and relationships today rather than executive potential tomorrow. 2. Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? 3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. 4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. 5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. 6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging - and how people can make the connection with what they do and the wider difference it makes - is vital. 7. The way talent is generated is affected by the whole 'ecology' of an organization - its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.
Editor Reviews
From the front Cover Key themes in the book are: 1. The need to revaluate how people contribute and create value in today's economy - it is about knowledge, innovation and relationships today rather than executive potential tomorrow. 2. Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? 3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. 4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. 5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. 6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging - and how people can make the connection with what they do and the wider difference it makes - is vital. 7. The way talent is generated is affected by the whole 'ecology' of an organization - its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.

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