This is the last article of the “enterprise creation” series. Don’t worry, a new series is coming soon.
We explored the grounding principles to create a new enterprise. It can be a for or non-profit project that includes an individual or a group. When we create, we have a vision of what tomorrow could look like. We focus our energy to create it. I only hope that the vision you are pursuing is a reflection of who you truly are. Do not confine yourself in the societal role and expectations that correspond to your gender, ethnicity, sexual orientation and beliefs system. Be truly you, unfiltered and full of potential…
The world we are living in has deeply changed since the arrival of the Internet. It is impossible to fully comprehend its impact on individuals and society. One thing is sure. It changes the way we interact and create. It also influences the way we see the world and we see ourselves within it.
How should we take care of talent and performance in this new emerging world?
The role of the leader and its definition are changing. This new paradigm implies that everyone can lead and decide to follow. This new way of collaborating may not fit everyone which is acceptable and explainable. Many of us were raised to give up power to others even when it comes to our talent and performance. We are used to be taken care of by others. For example, teachers give us grades, parents tell us what is best for us, managers tell us what to do.
We need to learn to become the leaders of our lives which is damn scary.
Those who are ready to try this new way of working and living can enter this new work paradigm. They will find a good basis for reflection in the following article when it comes to manage talent and performance.
There is not a recipe for success. Not one process to follow that makes talent and performance development easy. Each member of the organization has to participate to the creation of a system that supports them and the organization. In fact, I don’t know what works and what does not work because I do not know you. with that in mind, enjoy exploring new ways with my readings…
Leaders look for potential and performance to be developed
The leader of a project looks for mitmachers who have a similar vision and a compatible mission. They do not expect to find a perfect talent and performance fit. Leaders know people can grow. They need to create a dialogue with the mitmacher to understand the following:
- What interests the mitmacher?
- What skills would they like to develop / explore?
- Why are they interested in those topics?
- What kind of help do they want to receive from the leader? (e.g. financial support to pursue their education, mentoring, coaching…)
- What do they absolutely hate and don’t want to work on? (e.g. I do not like working with numbers, do not ask me to do your accounting…)
As a leader if you understand the motivation of the mitmachers you are able to help them develop their talent and performance which in return benefits the organization.
Furthermore, the leaders must look at the right performance measurement. They must agree with the mitmacher on those measurement and define S.M.A.R.T. goals or any other methodology. Be careful to not create goals that are only related to working a certain number of hours. It is not efficient and simply stupid. One person may achieve the goal within an hour another one within days…
The mitmachers improve themselves and others
The mitmacher is responsible to look at what he wants to achieve in his life. He should answer the questions listed in the section just above for himself.
I highly encourage mitmachers to find a feedback buddy, a person with whom he feels secure to talk about his goals, fears and difficulties. He can explore other possibilities to achieve his goals.
Feedback culture supported by new technologies
The role of the organization in the performance and talent management is to support the development of individuals while ensuring its vision will be achieved.
New technologies help in this coordination. The tool delgate that just came out has a brilliant future as it allows to coordinate tasks between employees based on their skills and provide a direct feedback at the same time. It also enables to look for talent and performance development by analyzing data.
Furthermore, leaders and mitmachers must learn how to give feedback. Most of the time, it is seen as a one time event (“annual review”) and it focuses on what was not so great. This can be explained by the fact that employees expect a raise when they worked well and that managers may not have a budget to increase each good worker.
We must learn to give instant feedback with a focus on what should be better. Here is an article that explains how to give feedback that matter.
- delgate.de THE COMPANY JOB BOARD, Start posting jobs, tasks and projects
- Working Out Loud by John Stepper