For instance, why is recruitment so heavily reliant on competence to perform? Also, why the blind spot in seeing the impact of putting the role before the person on social relations?
Surely, without a foreknowledge of what kind of a person is most successful in a role, the likelihood of a good fit between an individual and a role is a matter of luck - get it wrong and the agony of micro-managing begins. Do we ever count the cost in terms of potential performance or a reduction in trust and generosity of spirit played out in the name of self preservation?
As parents, teachers, coaches etc. we search for and nurture latent talent, knowing that performance, self-esteem and confidence will grow. Yet, job adverts never communicate what talents will suit best. Likewise, training is less concerned with developing talent than ensuring competence.
I remember once running a emergency scenario and being deeply impressed by a participant who calmly and firmly took control of the scene by managing the anxiety of bystanders and responders alike. The debrief revealed a complex analysis of the situation and a highly intentional response. Yet there was no means by which the organisation could embrace his potential.
What if we were to go in search for those with latent abilities and develop their talents? The resources are there, if we care to look. How often do we help exceptional people understand why they are really good and template their skills and qualities to help us define success? Why don't we throw unlikely people into scenarios and discover their talents?
How often do we ask: "What are you good at?" and go from there. It may go towards explaining why in the US, for instance, between 1950 and 2000, nonfinancial company profits fell from around 20% of GDP to just over 5%.(2) And so, what of the non profit sectors?
As parents, teachers, coaches etc. we search for and nurture latent talent, knowing that performance, self-esteem and confidence will grow. Yet, job adverts never communicate what talents will suit best. Likewise, training is less concerned with developing talent than ensuring competence.
I remember once running a emergency scenario and being deeply impressed by a participant who calmly and firmly took control of the scene by managing the anxiety of bystanders and responders alike. The debrief revealed a complex analysis of the situation and a highly intentional response. Yet there was no means by which the organisation could embrace his potential.
What if we were to go in search for those with latent abilities and develop their talents? The resources are there, if we care to look. How often do we help exceptional people understand why they are really good and template their skills and qualities to help us define success? Why don't we throw unlikely people into scenarios and discover their talents?
How often do we ask: "What are you good at?" and go from there. It may go towards explaining why in the US, for instance, between 1950 and 2000, nonfinancial company profits fell from around 20% of GDP to just over 5%.(2) And so, what of the non profit sectors?
(1) Curt Coffman and Gabriel Gonzales-Molina, PhD (p. 19), Follow This Path: how the world's greatest organizations drive growth by unleashing human potential (2002)
(2) The Economist, December 8, 2001, p. 65 - cited by Coffman and Gonzalez-Molina
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