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As I sat down to create some visuals for the series on Systemic Thinking and Talent, I received a welcome phone call. It was to discuss "a better way" of looking at managing talent. How's that for a pleasant coincidence?
So I've been off "doing stuff" and am back with some first-hand news--good news--about the state of executive thinking regarding this whole talent issue. It's also kind of interesting. Here's the scenario--I'm curious to know what you see and how it matches your experiences.
The CEO's Observation: Systems
This is a CEO who has spent a little more than a year implementing well-disciplined systems in a company that previously had concerned itself a bit more with the top line than the bottom. In good times, who cares? But these aren't good times for most. It caught up with them in a pretty big way.
The new systems are exceedingly clear and most of the employees have what it takes to put them in place. It will take some time and he knows what the reasonable time period is. As a result, he manages the implementation results very regularly but doesn't beat people up when there is a gap. He asks three questions:
1. Why is it happening this way?
2. What are you going to do about it?
3. When do you think it will be sorted out?
Then, like clockwork, he follows through at the designated time.
The CEO's Observation: People
If the people are in place to put the systems in place, then all is well, right?
Wrong.
He sees a problem on the horizon, and this is where the conversation got good. Not because he has a problem, but because of his desire and willingness to look at a systemic solution. He connects the dots.
The issue is needing effective talent and managerial talent to take and connect the current systems and strategy with the future. He's not not convinced that those charged with developing, finding, and recruiting that kind of talent are actually adept at thinking systemically themselves.
As a result, the development, recruiting, and hiring systems may be the right ones. But an inability to properly discern all the ways in which candidates are capable of contributing and moving around the organization could undermine the systems.
Systemic thinking: constantly connecting the dots
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Check out all of issues that impact organizations from an HR viewpoint at HR Carnival #30, hosted by Rowan Manahan at Fortify Your Oasis.
And just in case you do a lot of reading to help make connections, this post at Managing Leadership may help in making better choices.
Systems photo source: www.csimars.com
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