The talent marketplace is very challenging. In some cases, there are large gaps in availability. In other cases, people are using this time to shop their skills to the highest bidder. Yet in still other cases existing staff are redefining what they see as their work activities at the expense of unauthorized changes to organizational processes and procedures. Leadership is chasing the dynamics of these talent challenges and unfortunately being more and more distracted from the strategic direction of the business.
In many conversations with owners, it appears that the talent challenges can be partly addressed by having some defined expectations for both existing staff as well as those who are looking to join the team. Although there are many expectations which could be created, the basic expectations to consider are: a person’s Character – their moral strength and integrity – Competencies – intellectual, emotional, and skills, a person’s Capacity – amount of ownership one takes on for self-worth and growth, and a person’s Contribution – what, how, when, where, and why a person provides their talents to a cause and or set of deliverables and outcomes. These four “C’s” provide a framework for both individual and organizational best outcomes.
As leaders it is our responsibility, and we need to hold ourselves accountable to setting the role expectations with clear and concise definitions. Many “Job Descriptions” that we have looked at give a nice list of tasks and things to be accomplished which do contribute to the organization’s success but limits how the role directly impacts and influences the best outcome. Team members today are clamoring to be part of something that gives meaning to either themselves or to a larger cause. If this is absent or is not well understood and appreciated by the team members, then they drift away from their role and become more and more distracted from their real contribution.
What is most interesting is that as leaders engage with their team members and mutually build on the character, competencies, capacities, and contribution of each member, then the whole team grows at significantly faster rates and thus higher levels of results. This reinforces individual self-confidence, and the team comes together for a solid cause.
It is like the winning atmosphere of a sport team. When everyone is doing their part to the expectations of the role they are involved with, then everyone feels the energy of success. This spreads to the fans and even to the larger communities. People in general want to be associated to and with a winning team and the environment that comes along with it.
This week take some time to evaluate your four “C’s” and how you are impacting your organization’s best outcomes. Are your characteristics and competencies aligned with the organization’s Core Purpose and Values? Are you engaging your team to realize their greatest capacity for self-growth and worth? Are you realizing the contribution from each member of the team, and do they understand how they fit into the success of the organization as a whole?
The talent challenge is not going away soon so as leaders you need to align your organization for the long haul and make talent success both an individual and team opportunity.
Looking to build your people to be able to be at their best Four “C’s”? Give JKL Associates a call and speak with a Promise Guide on how to be talent strategic in your efforts going forward. In Michigan (313) 527-7945 or Florida (407) 984-7246
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