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June 2009


Announcing...The Talent Advantage is now Factor In Talent.  The name has changed, but our focus remains dedicated to leveraging your most valuable asset, your people, to drive your business forward.   In this economy, companies are challenged to reach their objectives with limited resources.  We believe utilizing one's talent can make a dramatic difference in a company's effectiveness.  So, Factor In Talent is who we are and who we will remain...at least for a little while!  It appears that in the world of trademarks, we can secure this name before another company gobbles up every combination of words associated with "Talent"!
 

Factor In Talent
Six Sugarbush
Andover, MA 01810
978.475.8424

www.factorintalent.com
80% of Boston are employers say its difficult to find strategic thinkers.
75% have difficulty finding candidates who can lead and motivate.
- Boston Business Journal, July 24, 2009

Isn't it ironic that in an area with one of the most highly educated workforces in the country, our employers cannot find leaders who possess two of the most important leadership skills. There's no doubt that our people are among the best and the brightest professionally and technically.  But we also know that those who are the most technically or professionally proficient don't necessarily make the best managers and leaders.  They didn't become the best in their field without an investment in developing skills and knowledge so why do we think they'll figure out leadership on their own. This report should sound the alarm bell for all us about the importance of investing in effective leadership development .  It is a key lever for moving us from recession to recovery. 

From my perspective, three important characteristics of effective management and leadership development are:
  • It's aligned to the business strategy. How can we develop leaders who are thinking strategically -- that is, exhibiting the ability to create strategies, plans, and priorities consistent with the mission and competitive strategy of the organization -- if we are developing skills and competencies that are not aligned with the business strategy?
  • It allows them to work on real world issues that are pertinent to their daily activities.  Development, whether in the classroom or in the field, should provide tools and frameworks that support actions on the job.  I was recently facilitating a session on leading through influence in which plans are created for making a proposal.  One of the leaders in the program commented, "who knew we would create real deliverables from a training program."
  • It creates a network for continued development.  The power of peer relationships and the learning that can occurs from it is one of the most powerful development tools I've found.  By creating peer relationships focused on sharing ideas and learning among leaders, a sustainable system is created to support continuous, self-directed learning.
The other interesting finding from this study is that 85% of Boston-based employees reported they want their employer to help them further develop their skills which is a key engagement factor.  What better win-win can you create than investing in development that will move the business forward and will support further employee engagement?

I'm sure these findings aren't that different from other parts of the country.  This research should spur all of us to take a deeper look at what we expect from managers and leaders and how we invest to support the successful execution of those expectations.

Here's the link the the Boston Business Journal Report.  I'm interested in hearing your perspective on this.  Send me an email at eoharvey@factorintalent.com.
About Edith Onderick-Harvey

Edith Onderick-Harvey is a sought after consultant,  leadership expert, and speaker. Edith is frequently quoted by the media including: The New York Times, CNN.com, HR Executive, and American Executive. A case study of her work with Harvard University is featured in The Conference Board publication "Evidence-based HR in Action." As the President of Factor In Talent,  Edith is known for her strategic thinking and pragmatic advice which leads to dramatic results. She is committed to working with companies to create sustainable, competitive advantage through their most expensive and, often, least well-managed asset -- people.