The Five Mistakes You’re Making With Top Talent: Perspective

This is an article that I could not wait but to blog about. Mr. Smith article is very insightful and it does reflect the general sentiments in today’s markets as well it probably touches on every potential leader or top talent. In such circumstances of low moral due to seeing workmates and colleagues being made redundant, to stressed targets, and low revenues; executives have to hold their forces firmly; make everyone alert and excited, smart and ready to jump and catch the next business opportunity, or create the next innovative product or service. Even more, you need your top managers and talent to energize and ignite the forces; to motivate your people at various locations. It’s absolutely ridiculous to divert attention or dilute concentration and forces efforts.

Times of crisis in business are synonymous to times of wars. An army colonel thinks, perceives, plans, and acts thoroughly and firmly, and lead forces in organized, structured, and focused manner. I doubt any army would win any war any time if no concentration exists from its leadership and majority of its forces.

The five mistakes managers commit on their top talents are catastrophic and most probably irreversible. These take different shapes and ways, and Mr.Smith summarized these into five aspects:

1. Ignoring the view from the pipeline
2. Treating all high potentials the same
3. Leaving high-potentials on their own
4. Not using high-potentials to develop others
5. Being unclear about high-potential status

Money Is Not The Best Motivator

This article could possibly be one of the best I’ve read in motivational theories and practices. The authors; Katzenbach and Khan, had articulated the importance of emotional motivation wonderfully, especially in their discussion of the young lady at the Marines. Undoubtedly, I am one of the fans of the non-monetary motivational school. Managers have to quit the idea that money only motivates people. It is not the only, it is one of the means to motivate people. In my daily discussions with peers and superiors, I frequently refer to this idea and try to portray an implementation of the famous Maslow Pyramid into this understanding and into understanding what motivates people and how to best attend to these. Different people, at different organizational positions have different motivational needs, and their managers should address such needs appropriately.

Katzenbach and Khan focus on this article is to simply tell that money is not always the solution, emotional and pride-based motivation does do the job as well. Basically, I prefer to look into it from different perspective, the perspective of Abraham Maslow. Maslow pyramid (to refresh your mind) is depicted as follows: