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Overview
More than vision, strategy, creativity, marketing, finance, or even technology, it is ultimately people that determine organizational success. That's why virtually every organization wants more top talent. But do you know what they're looking for? It might not be what you think! Talent Magnet will show you how to attract and keep great people.
Product Details
| ISBN-13: | 9781523094950 |
|---|---|
| Publisher: | Berrett-Koehler Publishers |
| Publication date: | 02/27/2018 |
| Series: | The High Performance Series , #3 |
| Pages: | 168 |
| Product dimensions: | 6.40(w) x 9.40(h) x 0.50(d) |
About the Author
Mark's desire to encourage and equip leaders has taken him around the globe. His writing has reached around the world as well. Today, there are over 1 million copies of his books in print in twenty-five languages.
Read an Excerpt
CHAPTER 1
The War for Talent
"How could this be happening?" Blake thought.
He had just walked out of a meeting with his Human Resources team. They had informed him they would not be able to staff the company's near-term plans and suggested to Blake he reduce the organization's growth goals. They could see no way to find enough qualified people to hit their targets. The shortfall was large — and growing.
His team explained the elements of a perfect storm — a mix of economic, demographic, and competitive pressures all coming to bear simultaneously. The result: they had been thrust into the 'war for talent.'
Blake was not used to this type of news. Since becoming the CEO, his early decision to build a high-performance organization had paid huge dividends. All the outcome metrics had continued to climb. This new information could change everything. Blake knew people were central to their success. Suddenly, over the course of one short meeting, people had now become his greatest point of vulnerability.
Although the recommendation of his team was unexpected, if Blake was totally honest with himself, the early warning signs of an impending storm had been in the air for months. A combination of his optimism, overdelegation, and busyness had prevented him from connecting the dots sooner.
As he reflected on what he had missed, he remembered losing several key people recently. More troubling, he recalled each of the top candidates for their replacements declined offers to join his organization. And, to make matters worse, he could also recall a few clues that their talent pipeline was looking more like a dripping faucet. For example, Blake wrote personal notes to new employees; he hadn't been asked to write as many in the previous months.
What Blake had once considered a Human Resources issue had now clearly become his issue. He couldn't help but wonder if perhaps he should have taken a bigger interest in this topic years ago.
* * *
As Blake walked to his car, his thoughts shifted to the dinner he was about to attend. It was a peer-mentoring group — eight CEOs from a diverse set of businesses. Tonight would be their first meeting. Potential discussion topics had been submitted in advance to the moderator. As he drove to the event, he wondered what the group would address. He had submitted three potential topics; unfortunately, staffing was not one of them.
Over dinner, the attendees engaged in casual conversation and introductions. In addition to ethnic, gender, and age diversity, these leaders represented industries from totally different sectors: high tech, manufacturing, retail, hospitality, construction, education, healthcare, and even a global nonprofit organization.
As dessert was bring served, Martha Livingston called the group to order. "Welcome," she said with a warm, inviting smile. "Thanks for agreeing to be part of this experiment. My hypothesis is simple: we can learn from each other. Tonight is our first opportunity to see if I'm right or not.
"As we discussed previously via email, we will address one topic per meeting. The objective is to share what we're learning about a given issue. Tonight, based on an overwhelming level of interest, we're going to talk about how to find and keep talented people."
Blake breathed a sigh of relief.
Martha continued, "I'll kick off the conversation. I've been in business for forty-five years, and this may be the biggest talent mess I have ever seen. If we can't crack the code soon, we're going to have to slow our growth plans."
Bart Elkridge nodded his head and agreed. "I can get people," he said. "People aren't the problem. It's the caliber of people I worry about. Ours is a complicated business. Not just anyone can, or is willing, to do the hard work we require."
One by one the attendees spoke, each addressing the problem but no one offering any solutions.
"Hi, I'm Blake. It's been energizing to hear from each of you. I'm the least experienced guy here. I've only been in my role about a decade, and I've never seen the talent challenge this bad. But, here's my view: The world is still full of talented men and women. Some of you referred to them as A players. They still want to work and are eager to contribute. Why don't we go get them?"
Martha responded, "Blake, I love your spirit. That is why we're here — to find answers, not just to commiserate. What do you suggest we do?"
"I'm not sure. But I am committed to doing something," Blake said. Several others nodded in agreement. "I'm going to engage my staff to work on some potential solutions."
"Haven't you done that already?" Betsy Roberson, head of the global nonprofit, asked.
"Not really," Blake confessed. "I knew it was an emerging issue, but until recently, I was unaware of the magnitude of the situation. Honestly, when Martha announced our topic for tonight, I was hoping one of you had already figured it out."
"Nope!" Bart laughed. "I was hoping the same thing. That's why it was number one on my list."
"No answers," Martha sighed, "but at least we had a good dinner."
"I know we agreed to address a different topic at each meeting, but could we talk about this again next month?" Blake asked.
"Only if you guys bring some solutions," Martha said in a tone that made the group feel they all had homework to do.
* * *
At home, Blake's son Clint opened the handwritten letter. It arrived looking like the more than 7,000 miles it had traveled, dusty and crumpled on the edges. He knew immediately it was from his friend Baako — the primitive block letters composing the address were the final clue. The two had met on a school trip last spring.
Clint was only sixteen, but thanks to his father's influence and insistence, he already had done more than most his age. One of the adventures Blake had sponsored for his son was to travel to an emerging country. Blake's father had placed a high priority on global awareness and had done the same for him when he was a teenager. A consequence of this exposure was a level of compassion and empathy hard to get any other way.
As Clint read the letter, his eyes filled with tears.
"My little sister Amara died today. I wanted to tell you. She considered you a friend. They say it was the water that killed her. ..."
Clint thought, "How can that be? The water? How is that possible?"
In an instant he remembered, there was no water in Amara's village. She walked several hours every day to find water. Clint's pain intensified when he realized she probably had carried the contaminated water that took her life.
He was angry, frustrated, and confused all wrapped up together. He knew he couldn't help Amara, but he also knew he had to do something.
* * *
Blake was driving home from dinner with the CEOs when he received the call from Clint telling him about his letter from Baako and Amara's death.
"I understand. I know you want to do something. Of course, I'll help. Tomorrow's Saturday. Let's you and I go out for breakfast and talk about options."
CHAPTER 2
Do Something
The next morning, Blake was up before the sun. As he was thinking about how to best help Clint process his emotions, he remembered the pain he felt when his father died unexpectedly. Clint had never experienced the loss of someone he knew personally.
When they arrived at their local pancake house, they were given a corner booth surrounded by seventy-five years of memorabilia and fading photographs of former patrons.
"Do you know my dad and I used to eat here?"
"Yeah, you told me the last time we were here."
"Oh, did I tell you we had our last conversation here?"
"No, I didn't know that. What did you talk about?"
"Leadership — and I think we're going to talk about the same thing today."
"We are?"
"Yep. We're going to discuss what you can do in response to Amara's death. I'm guessing the answer will involve leadership."
"Whose leadership?" Clint asked.
"Yours," Blake said. "What have you been thinking?"
"First, I want to get a well for Baako's village."
"Okay, sounds like a good start; then what?"
"I don't know. But I'm going to start with the well. I did a little research, and we can dig one for about $8,000."
"Okay ...," Blake waited.
"I ruled out asking you and Mom for the money, and I thought my college fund was out of the question. However, I decided I don't have to do this on my own."
"I'm listening."
"I'm going to ask some of my friends to help."
"What does that look like?"
"Initially, we're going to need to get jobs."
"Who is we?"
"Tyler, Olivia, and Alex. They don't know about Amara's death, but I've asked them to come over this afternoon. They were all there and saw the living conditions and I'm sure they will help. I've done some quick math — depending on where we work, and if we can get a few other contributors, we should be able to raise the money in just a few months."
* * *
"What's up?" Alex said with a huge smile. He was the first to arrive at Clint's home. "I don't know if you've ever texted: 'We're having a meeting' before. I don't go to a lot of meetings."
"Well, you'll find out more in a few minutes. We'll start when the others arrive," Clint said in a tone that reflected the weight he felt in his heart.
"Okay ... others? Who else is coming?"
"I invited Olivia and Tyler, too."
"Cool. This sounds serious, though."
Before Clint could respond, the others walked in.
"Hey, guys," Alex said. "Didn't know you were coming to the meeting," he ribbed Clint.
"Well, it did seem odd," Olivia admitted. "It also seemed rather serious. Is everything okay?"
"No. I'm afraid not. Have a seat," Clint said.
"Are you sick? Do you have a disease?" Tyler asked.
"No, I'm fine — well, I'm not fine. Do you guys remember Baako and Amara?"
"Sure. Those two were amazing, and that was the trip of a lifetime," Olivia added.
"Well,. ..." Clint paused. "I received a letter yesterday from Baako. Amara is dead."
"No way! She was young — like our age!"
"What happened?" Olivia asked.
"The water," Clint said, without looking up.
"The water?"
"Yeah, do you remember the water?"
"Not really," Tyler admitted.
"That may be because (a) there was no water in Amara's village, and (b) we were told not to drink the water they did have."
"Man, that's awful."
The group sat in silence. With tears rolling down her face, Olivia asked, "What are we going to do?"
"That's why I called this meeting," Clint said.
"What can we do?" Alex asked.
"I've been doing some research. The first thing I want us to do is buy a well for Amara's village," Clint said.
"You can do that?" Olivia asked.
"Yes — if you have the cash," Clint responded.
"How much?" Tyler asked.
"About eight grand," Clint said.
"Whoa, that's a lot of cash!" Tyler said in disbelief.
"I know," Clint agreed.
"Any ideas on where we get that kind of dough?" Alex asked.
"Yes. We're all going to get summer jobs," Clint said in a matter-of-fact tone.
"Jobs?" Tyler said. "I've never had a real job."
"You're old enough to start," Olivia said.
"How do you go about getting a real job?" Tyler asked.
"That's the next item on our agenda," Clint said.
Over the next hour, the newly formed team identified more than a dozen places they might work. The list included many of the usual suspects for a summer job and a few outliers — a bakery, coffee shop, several restaurants, an appliance store, a pet grooming salon, two construction companies, a hospital, three clothing stores, a transportation company, and a school.
They divided the list based on interest and potential fit. Each would visit one prospective employer, learn what they could, find out if they were hiring, and report back to the group.
* * *
At dinner, Clint updated his family on the plan to buy a well. Blake and his wife Megan pledged their support. Kristen, his sister and eighteen months his junior, said she wanted to help, too.
Clint also told the family about the businesses he and his friends were going to visit in search of their jobs. "We're going to check them out and meet again to compare our notes before we make our final decisions."
CHAPTER 3
Top Talent
Monday morning, Blake called a meeting with the leaders from Human Resources.
"In our last meeting, you brought to my attention your concern and our challenge in finding enough qualified candidates to meet our growth projections. How are we doing on that front?" Blake asked.
Charles, the head of HR, spoke for the group. "Well, since it's only been two days since we met, the situation really hasn't changed much. We have continued to run the play. We're planning to attend a job fair this week, checking our online sources, and we did call a couple of professional recruiters."
"'Running the play' has run its course. It's not working. We need to call a new play," Blake said firmly.
"Do you have a new play in mind?" Charles asked.
"I think we need to go back to the drawing board and ask some different questions. Here are a few to get you started. ...
"What is our people strategy? Who is our target employee? How would you describe him or her? I've heard you use the term 'Top Talent.' I'm fine with the term — let's just be sure we all agree on what it means.
"Next, what do they want in a job?"
"Who?"
"Top Talent," Blake responded.
"Well, we've never really asked them. We have our offer, our package — you know, fairly standard benefits: medical, dental, vacation, etc."
"We've already established whatever we're currently offering is insufficient or we wouldn't be in this mess. Here's the bottom line: I want to know what it would take for us to become a Talent Magnet."
Puzzled by the phrase, Charles asked, "What's a Talent Magnet?"
"A place so attractive, Top Talent will be standing in line to work here."
"Who are you referring to? Leaders, I assume," said Peggy, the junior member of the team.
"No, not exactly," Blake clarified. "I'm thinking more about individual contributors. Granted, many of these talented individuals may someday lead others, but I don't think that should be our focus."
"Don't we know money is the ultimate Talent Magnet?" Gary, another of Charles's team members, asked.
"Sure, people want to make money. But I'm not sure money is the primary motivator for Top Talent," Blake said.
"What do you think it is?" Charles asked Blake.
"That's what I want you to figure out."
"Got it," Charles said. "We'll start by interviewing our own Top Talent. Why are they here? What attracted them?"
"Sounds like a good start," Blake said. "I have one more suggestion."
"And that is?"
"Interview the typical talent, too — men and women we might consider the B players. I think the magic may be found in understanding the differences between the two groups. We want to create an organization that attracts more Top Talent."
"A Talent Magnet," Charles affirmed.
"You got it," Blake said.
* * *
During the next week, Charles and his team began their search to answer Blake's question: What does it take to create a Talent Magnet? The work was divided into two segments: qualitative and quantitative. There would be interviews and an online questionnaire for both typical and Top Talent with the foundational question: Why did you decide to work here? The team not only wanted to know the answer to the question, but, as Blake suggested, they wanted to know if the attractors for Top Talent were different from typical talent.
Charles would conduct the initial focus groups personally. The first would be with some of the organization's brightest stars — both newcomers and long-term performers.
* * *
After brief introductions, Charles began. "Thanks for coming today on such short notice. As you may have heard, we are trying to attract more people like you to join our organization. So, it seemed appropriate to ask you why you decided to work here. We know men and women of your caliber could have chosen to work anywhere.
"I want to start by asking you to think back to your last job. If you would, please tell us how working here is different from your previous employer. Now, don't be mean. No throwing rocks at your former boss." Everyone laughed.
A middle-aged woman named Carolyn spoke first. "At my former job, I was just a pair of hands. I understood the work needed to get done, but there was no opportunity to grow, improve, or advance. Just hit the numbers, and by the way, the numbers you need to hit are going up — again."
Then, Rob, a younger man, said, "This is my first job, but I came here because of my perception of leadership. I had heard about Blake and the other leaders. Blake actually gave a presentation at my school. After his talk, he hung around and I had a chance to meet him. It seemed like he was a real genuine guy."
(Continues…)
Excerpted from "Talent Magnet"
by .
Copyright © 2018 Mark Miller.
Excerpted by permission of Berrett-Koehler Publishers, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Introduction 1
The War for Talent 3
Do Something 9
Top Talent 15
Why Top Talent? 23
The Search 29
Huddle Time 35
Panning for Gold 39
More Than a Job 43
Diamonds in the Rough 51
Breakthrough 55
Risky Business 61
Lesson Learned 65
The Answer 71
Next Steps 81
A Better Boss 87
Why Not? 93
A Brighter Future 97
Validation 105
A Bigger Vision 115
Do It Now 125
Tell the Story 131
Launch 139
Celebrate! 143
Epilogue 149
Acknowledgments 151
About the Author 153
About the Research 155