Talent Conversation: What They Are, Why They're Crucial, and How to Do Them Right

By Roland Smith and Michael Campbell

Individual leaders can have a significant amount of influence over the development of organizational talent. One of the simplest yet most effective ways to develop others is the talent conversation - a way of building on relationships that are based on rapport, collaboration, and mutual commitment in order to help the individuals you lead improve performance, focus development, and reach positive outcomes. Learn how to prepare for and facilitate effective talent conversations by using the Center for Creative Leadership's development framework of assessment, challenge, and support.

• Language: English
• Publisher: Center for Creative Leadership
• Release date: Jun 21, 2011
• ISBN: 9781604917420

Book preview

Managing Talent

Talented employees want to know where they stand in the organization now and their possibilities for the future. They want direction on what and where they need to develop, and they seek feedback and support in their efforts. If they are able to have honest, open, two-way conversations with their managers they will feel more engaged by their work and more valued by the organization. In short, they want a dialogue.

As a leader you have a role in helping your organization achieve talent sustainability—the ability to continuously attract, develop, and retain people with the capabilities and commitment needed for current and future organizational success. You’re probably involved in talent management processes such as conducting annual performance reviews, participating in talent reviews, and evaluating talent. You may also be involved in developing others both formally and informally through coaching and mentoring.

Most managers believe that they frequently provide feedback to employees on areas in which they need improvement and ways that they can maximize their strengths. However, in many cases employees see the situation differently (see Figure 1, A Difference of Opinion). This perception gap between managers and employees regarding the frequency of feedback suggests that managers may not be as good as they think they are at engaging in the type of dialogue employees desire.

The failure of leaders to provide sufficient feedback, recognition, and encouragement can have dire consequences. Consider the following scenarios.

•  Your organization has invested a significant amount of time and dollars in developing a high-potential talent, only to be shocked when that high potential suddenly leaves the organization for another