From talent retention to talent abduction, subtracts and continues…

Last week he was dealing with the nefarious expression of retain talent when the company doesn't put what it takes to convince you, motivate you, and it also puts all the obstacles to you to go freely (messi case).

This week I'm dealing with a more common case, and that's when you put talent in mute mode.

If you're short on time, I invite you to see this one-minute summary:

The "talent abduction", when your company doesn't want you to be visible

But there is a more equivocal and contradictory way than retaining talent: "talent abduction", when you work for a company that gives zero visibility so you don't get tempted by outside offers.

That's the quick way to get someone to forget all motivation and work alone for pay, And not just that, it's the way they leave sooner (hence the contradiction).

Instead of kidnapping talent, I propose your empowerment. What is that?

Keys to "Employee Empowerment" or Talent Empowerment

I'm trying to push back my years as an organization manager, And also, and more recent, of my experience co-leading project work teams.

1- Believe in your people, deep down those people are part of your brand

The best Managers achieve better results from their teams when they are aware that they are made up of people. I know, may seem like a no-brainer, but it's good to forget herd syndrome to consider every team member as someone unique. If you're waiting for a team of superstars, still waiting. Find out what each person does best. Find better ways for people to support each other. It brings people together to support and encourage each other.

2- Collaboration or death. Put your ego aside

Many managers seem to want to constantly show why they're upstairs. And that's a new form of anti-leadership. Here the key is to talk less, give space to critical thinking, creativity. And most importantly,, celebrate your people's successes as their own.

3- Practice the hard thing about "active listening"

A common mistake when I was a manager is that I often expected my team members to say what I wanted to hear. Things, For example “Tell me this contest is won”. This doesn't make sense.. It is wiser to listen carefully to the truth … and then change our behavior in response to that truth.

4- Define boundaries generously, But define them!.  

Contrary to what many think, limits, or if you prefer, the red lines, they don't restrict team members; give them power. Define the limits within which a professional on your team can make their own decisions. In doing so, you give him all the freedom and confidence to act.

5- Create growth paths

Everything in life, including people, Changes. If you don't give your people room to grow, you'll force them to leave the company or they'll stagnate. To which worst. Even if difficult times come for your company or your market, it is essential that you provide robust programs for your professionals to grow. The opposite of that is what I call the kidnapping of talent.

6- Ask powerful questions, of those that transform

Observation is vital. If instead of making constant requests or constantly telling employees how to do something, sees more. Then, when you start to understand what's going on, express your observation in the form of a powerful question. And don't forget to wait long enough to get a good answer.

Example: Why the electric vehicle should always be small and slow? I imagine Elon Musk asking this to a committee of investors or engineers.

7- Manage your team's time wisely

Time is another form of remuneration. This includes time to learn, time to experiment and time to handle your personal affairs. These three areas of generosity over time produce better results. At times Covid19 has grown family reconciliation thanks to telework. Many companies are already raising face-to-face work for alternate days from now on.

8- The hardest part: earn your trust

Especially in bad times, trust is essential. Many companies get rid of their people in difficult times. In a nutshell, never hire anyone unless you're willing to support that person in the good and the bad. Gaining your trust, you also foster loyalty.

9- Give more value to effort than talent

Praise be to effort. Don't focus on talent; do it in the effort. In the long run, effort is much more important than talent. In addition, praising the effort, encourage people to learn and grow, rather than just focusing on one or two things that are easy or natural to them.

10- Bet on your personal brand

And now I'm going to my turf. Don't keep your team locked in a cage. Help them develop and project their personal brand. Make them true brand ambassadors. Make them active participants in the purpose of the brand and its values.

Make them visible. Give them a voice on the corporate blog, in media reports, in corporate advertising itself. Don't forget, your people are also your brand.

I hope that these 10 points help you understand the idea that "talent hijacking" is not a good option. Happy week!

Photo and video: Helena Casas. The pi de les tres branques, St. (2014) Steve.

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5 thoughts on "From talent retention to talent abduction, subtracts and continues…”

  1. As usual, Simple, clear and straight to the point. You don't always have to decorate for the holidays. Excellent information, loaded with powerful tools, accompanied by very good examples. For me it's certainly a masterful job. Thank you for sharing your wisdom. The greatest of successes always.

  2. Very good Guillem article,

    I experienced such a problem in a company where I worked 16 Years. In the end I came to the conclusion that the problem of inefficient management of staff stems from the fear that some responsible have for the growth of their professionals and (surely unintentionally) they see them as enemies rather than partners in the same ship.

    In my opinion it's like Frank Herbert's initial Dune phrase: "fear is the killer of the mind…"

    Best regards.


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