The Talent Masters

Smart Leaders : “Put People Before Numbers”

Bill Conaty and Ram Charan (2010)

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The Goal of The Talent Masters
 Is to light a path for all companies to build a
better, more secure future for employees,
shareholders, customers, and partners by
developing robust talent pipelines and same
day succession plans

 We hope it inspire you → but first and

foremost we want it to be actionable

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The Goal of The Talent Masters
 One of the principles of Talent Masters is
enlightened CEO.
CEOs should realize the tremendous
responsibility they bear for future of the
company

 With or without guidance from the CEO,

leaders at any level can sharpen their skill in
developing talent.
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The Goal of The Talent Masters
 Practice your power of observation and test
the accuracy of your judgments in pin
pointing other people’s talents

 Spend at least a quarter of your time trying to

understand people’s talents and helping them
grow, and try to improve your judgment
about people.

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The Goal of The Talent Masters
 Dig in several levels below your direct reports.
Look at the person from multiple
perspectives, and take time to think about
where the person would flourish → filter out
personal biases → by gathering evidence and
facts.

 Talk about people all the time. Spend between

30% and 40% of people decisions.

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The Goal of The Talent Masters
 How to unleash their talents → that’s how you
will expand your own capacity

 When you spend time and energy to help

leaders reach their potential, retention takes
care of itself.

 Note : GE retained over 95% of the top 600

senior executives they didn’t want to lose
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Change Starts At The Top

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Change Starts At The Top
 No company ever got to be a Talent Masters
without the whole hearted commitment and
participation of an enlightened CEO, one who
understands that building talent is the most
important priority and will be their legacy

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9 Qualities To
The Talent
Mastery

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9 Qualities To The Talent Mastersy
1. They understand that talent is the key to the
future :
 Strategies come and go
 Market share and profit wax and wane
 But an organization that can build a self
renewing team of first rate leaders is prepared
to handle anything that tomorrow brings.

2. They make talent management as rigorous

as financial management

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9 Qualities To The Talent Mastersy
3. They personally lead the social processes
that support and reinforce talent
development and make themselves role
models for the entire organization
↓
they make it clear that building
organizational capability is
part of every leader’s job

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9 Qualities To The Talent Mastersy
4. They devote a good deal of their time to
knowing, discussing, and calibrating their
leaders. They take every opportunity,
planned or spontaneous, to meet their high
potential leaders on their own, to observe
them and to give them feed back.

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9 Qualities To The Talent Mastersy
5. They focus on the content of succession
planning, not just the process.
 They think about and discuss the demands of
the job and the specific qualities of those who
might be prepared to do it.
 They plan carefully for their own succession

6. They recognize the importance of entry to

the leadership pipeline and devote time and
attention to it.

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9 Qualities To The Talent Mastersy
7. They establish a performance culture by making
company values explicit and enforcing them,
and establishing performance goals and
measurements with clear rewards and
consequences.

8. They set the tone for candid dialogues and insist

on candor in evaluations

9. The continuously raise the bar on learning and

performance
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 Leadership Criteria
(Developing a pipeline of leaders and succession
planning)

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Leadership Criteria
(Developing a pipeline of leaders and succession
planning)
1. Capacity
 How much bandwidth do people have to
absorb knowledge and grow?
 Do they possess both macro and micro insights
on the business

That is an indication that they could take

on a broader range of responsibility

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Leadership Criteria
(Developing a pipeline of leaders and succession
planning)
2. Passion and Aspiration
 Are they driven to succeed on their own or do
they have to be driven from above?
 Are they passionate about the business and
their careers?
 Are they continuously raising their own
performance? So, we would not have to do the
pushing.

Raising performance goals

would take care of itself
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Leadership Criteria
(Developing a pipeline of leaders
and succession planning)
3. Motivation
 Are they personally motivated?
 Can they excite and energize others?

Leaders are be able to help people realize

their potential, to engage people from the
beginning, empowering, observing and
coaching them when they are in trouble
rather than directing them.

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Leadership Criteria
(Developing a pipeline of leaders and succession
planning)
4. Team Player
 Are they capable of coaching and supporting others
versus being hierarchical (silo) and demanding?

Even as CEO, should collaborate with partners,

vendors, and find resolution to the conflict of
interest

Leaders should come up with options that

created win-win solution among teams,
business, functions and partners
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 Growing People Takes Courage
Reloading People With Talent Mastery

Expanding Your Leadership to Become

“Talent Master”

Thank You
Enjoy Rakernas Barly Group 2011
Batam, 16 November 2011
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