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The Dacri Report
A FREE MONTHLY GUIDE TO MANAGING YOUR WORKFORCE August 2008

In This Month's Edition

Growing Your Talent


 

Greetings

I've been thinking a lot about the concept of "legacy." I am currently serving as the President of the Human Resource Association of Southern Maine. As I prepare for our annual board planning meeting, I wonder about our legacy. About a year and one-half ago, one of our board vice presidents first broached the subject with me. Since then, I have been fixated on the concept.

Few of us take much time thinking about such things- few of us have the time. There are more pressing things that command our attention. It usually takes some traumatic event to shake our being and force us to step back and think, to take stock in what we have become. When I work with individuals who have just lost their job, I ask them about their career accomplishments; what will they be remembered for doing? It still surprises me how difficult a question this can be for most people-- working an entire lifetime and not being able to list any accomplishments. So few of us ever take an inventory of our careers--our lives. Sometimes, to shake the process up, I ask, "if we were putting a plaque on the wall honoring your career, what one thing would you want listed?" If that doesn't enlist a response, and I need to get to the core of their being, I ask, "what do you want inscribed on your tombstone?" That usually rattles them and gets them thinking.

I was speaking with an executive who is going through a difficult time with her organization. I reminded her that she took a failing organization, one that was on the verge of folding, and quickly turned it around. Since then, it has been growing each year, becoming a premier organization in her industry. It is not hard to see what her legacy will be and she needs to remind herself of this when the going gets tough.

Legacy can center you during difficult times. Legacy can drive you to greater heights. Take the time to think about your legacy.

Rick Dacri


  • Growing Your Talent
  • I just got off the phone with a nursing home administrator. He was feeling pretty positive. He told me that his business was going well. He just had his best month in a while. He attributed the success to having a full staff of nurses. I told him most administrators would "kill" to have all their nursing positions filled. I kidded him by saying "be careful that your competition doesn't try to poach them." He laughed and said that his staff was happy. He thought his sponsorships of CNA (Certified Nursing Assistant) and LPN development programs were paying dividends, because he now had a ready made internal labor pool from which to pick.

    Earlier, I spoke to one of my other clients, a General Manager of a municipal light department. I am in the process of completing the recruitment of a senior level electrical engineer for him--a tough position to fill, as engineers, like nurses, are in short supply. We have two finalists, and he will extend an offer to one next week. Rather than sit back and relax over filling this critical slot, this GM is now immediately focused on hiring an entry level engineer to support the senior engineer, who has not yet even started. "I need someone for the future" he told me.

    Neither the light department GM nor the nursing administrator were interested in crying over the dwindling labor pool. Both had invested in their current workforce. Both knew they had to grow their own talent pool. Two managers, in different industries, faced the same labor problem. Each focused on building and strengthening their workforce. And that's why both remain successful.

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