IHRIM
Managing & Developing Talent
June 23, 2016
Presented by:
Val Markos
Vmark Consulting
QUALIFYING SPEEDS OF THE INDY 500
250
200
150
100
50
0
HOW DO WE DEVELOP?
70-20-10 PRINCIPLE OF DEVELOPMENT
10% - Executive
education and
training programs
20% - Relationships e.g.,
feedback on the job, mentors,
peers, 360 feedback
20%
70% - Experience
15% - Off the job
experiences
e.g., Community
involvement, industry
associations
55% - Challenging on
the job experiences
e.g., new job
assignments and in-place
development
assignments
10%
15%
55%
Taken from The Lessons of Experience,
McCall, M., Lombardo, M, Morrison, A.
HOW DO WE DEVELOP?
What experiences help us grow?
 Start-up
 Turn-around
 Increase in scope/responsibility
 Staff to Line or Line to Staff
 Supervisory
 Projects/Tasks Forces
 Hardships
 ???
HOW DO WE DEVELOP?
How do relationships help us grow?
 Supervisors—Good & Bad
 Coaches
 Mentors
 Networks
 360 Feedback
 ????
WHO IS RESPONSIBLE FOR TALENT
DEVELOPMENT?
PATHBUILDERS
THREE SIGNIFICANT ROLES IN
TALENT DEVELOPMENT
Individual
Supervisor
Organization
THREE SIGNIFICANT ROLES IN
TALENT DEVELOPMENT
What is
your
role?
Individual
Supervisor
Organization
YOU AS AN INDIVIDUAL
 It is your career – Own it!
 Do you have a career goal? And a plan to get there?
 Do you “build in” development on a regular basis?
 Do you seek and accept “stretch” assignments?
 Do you build in reflection time to evaluate how you
are doing?
 Do you seek (and welcome) feedback?
YOU AS A SUPERVISOR

Do you know your talent and your talent needs?

Are you always on the lookout for talent?

Do your directs have development plans?

Do you balance performance and development in
making assignments?

Do you give good development feedback?

Do you have a successor for your role?
YOU AS A LEADER OF YOUR ORGANIZATION

Do you articulate what is important – skills, values,
behaviors, etc. in your organization?

Do you have a development plan and let others know
you have one?

Do you balance performance and development in
making selection decisions in your organization?
Do you assure others do?

Do you mentor and assure your leadership team does
also?

Do you allow some “toe stubbing” in new and stretch
assignments?
Exceptional Talent Developers
 Provide Opportunity for Growth
 Open Doors/Provide Exposure to Senior Leaders
 Coach – Developing Skills & Mitigating Flaws
 Demand Excellence – Raise the Bar & Inspire
 Model – “Watch Me. Listen to Me.”
 Mentor – Give Career Advice and Counsel
Taken from “Catalytic Converters:
How Exceptional Bosses Develop Leaders”
Morgan McCall & Jeffrey McHenry 2014
PLAYER / COACH:
BILL RUSSELL
PLAYER / COACH SYNDROME

Urgent vs. important

Comfortable in the function vs. stretch

Must play your role. What is it ONLY you
can do?
Exercise – How do I spend my time?
HOW DO YOU SPEND YOUR TIME?
STOP - START - CONTINUE
% OF YOUR
TIME
CURRENT RESPONSIBILITIES
Communicating with senior leadership

Shepherding projects / clearing roadblocks

Doing individual work / being a subject
matter expert
Managing and developing
people
Focusing on personal development
Other




Val Markos
Vmark Consulting
+1 (770) 368.8454
[email protected]