Much is written and discussed about developing top organizational talent to be able to perform at the
highest levels to achieve strategic goals and financial objectives. During the past eight years since the financial meltdown of 2008, many global business organizations that had cut training budgets have never come back with full budgets to cover everyone in their organizations, instead choosing to focus on specific audiences such as High Potential leaders who could lead the businesses sometime in the future. While choosing to focus on high potentials, these organizations also chose not to focus on the core performers. Employees who lead and do the actual work that creates the value which customers buy.
As someone who has spent more than 25 years designing, developing, and delivering Business Leadership talent development programs, I am always fascinated by the process organizations go through to choose high potentials. Many times it is purely political. Other times it is the result of an elaborate assessment process that includes 360’s, inbox exercises, and sometimes even customized business simulations assessments. Over the years, I have found the process works very well and the replenishment of talent is the critical driver of long-term success.
But what about the rest of the talent pool? How can organizations differentiate, or choose other audiences for talent development programs? Many organizations these days provide unlimited access to eLearning libraries which is fine and can “check the box” for most people. Other companies encourage employees to seek out individual programs, degrees, and offerings form local and leading academic institutions.
I have been thinking a lot lately about what it takes for someone in a large organization to be great and break out of just being a performer who works 9-to-5 to being a significant performer. I propose for the sake of this blog that no matter what age – mature worker or Millennial – that one key differentiator is having fear which in turn can be the catalysts to greatness. Fear? In 2016 Rob Brodo is talking about fear as a motivator? Well here’s what I have observed. Too many employees simply don’t care anymore and have no fear of losing their jobs, no fear of missing their mortgage payment, or no fear of putting away enough money in the college fund. The reasons for not caring are complex and can include watching scores of colleagues being terminated, a strong job market where the next job is waiting, or the worst, being an entitled Millennial whose parents still coddle and keep them on the parental payroll.
As part of my research for this blog, I spoke with my usual cast of subject matter experts and senior leaders coming from client organizations. As you can imagine, this is a lively and provocative conversation with most. And I can share, that the idea of developing talent with fear has started to get some traction. But how do you know who has fear and who doesn’t care? Here is a list of five key identifiers that we came up with:
Has a fear of losing.
This is a very competitive person who would basically rather die than lose.
Has the fear of regret
This is a person who doesn’t want to miss anything and doesn’t want to look back one day and think about opportunities missed or chances not taken.
Has the fear of failing
This is a little different than losing. Winning and losing is gamesmanship; fear of failing is an intense emotion which drives behaviors.
Has the fear of being complacent
This is a person who doesn’t want to sit around and let’s things happen to them; rather they take action and make things happen.
Has the fear of not being considered a responsible contributor
This is a person who wants and desires leadership. A person who wants responsibility and is self-accountable to make things happen by taking action and inspiring others to be aligned and also take action. This is not the lone wolf who shows up, does the job, and goes home at 5pm every day.
In summary, I hope this provides an interesting perspective and way to think about people and who needs to be developed. I suggest using this 5 point system as a way to evaluate performers in a different way and I encourage you to provide anyone who scores well in this assessment to be provided with additional opportunities for training and development.
