As the economy continues to gain ground, organizations are faced with the risk of unprecedented turnover. Years of downsizing have left many workers disengaged, mistrustful of leadership, and generally burned out. A recent survey illustrated the fact that 55% of employees feel they cannot handle their current workload and the resulting stress much longer. From an organizational development viewpoint, this unsettling situation threatens the foundational competitiveness of many firms, fore it is the best and the brightest that are the most mobile. The collaborative challenges of leading a multi-cultural and multi-generational workforce, in an ever-accelerating environment, only exacerbates the threat.
Let’s face it, traditional approaches to leadership development have fallen far short of their promise. With enterprises investing $50 billion a year in leadership development, you’d think we’d see better results, yet only 1% of 5,560 executives assessed (McKinsey Quarterly, July, 2011) scored excellent in key competencies. Nearly nine out of ten score below average. The fact of the matter is, behaviorally-based approaches to leadership development only treat the symptoms of poor leadership, blindly missing the causal elements that differentiate mediocre management from inspirational leadership. Even worse, these traditional approaches to talent management are failing to identify upwards of 65% of high potentials. All of these factors are combining to create the perfect storm for many companies. With the speed of business and demands for innovation what they are today, committing a misstep in talent management can be fatal…and there no longer exists even a modicum of time to respond. If you get blindsided by this today, you may not be around tomorrow.
Here’s a short, video white board describing how leveraging the state-of-the-science findings from the field of affective neuroscience, along with incorporating targeted, demonstrated high performer competencies (in today’s volatile world), can anticipate this coming wave of disruption by creating a quantitative, talent management baseline that aligns with the demands of the day.
© 2013, Terry Murray.